Office of the Premier Annual Report 2015/2016

Transcription

1 Tel: , Fax: JW Sauer Building, Cnr Roper & Quinn Road, Kimberley, 8301 PR156/2016 ISBN: Office of the Premier Annual Report 2015/2016 Leading the Northern Cape Province to prosperity with a quality life for all. Designed & printed by SwiftPrint, Tel: , Kimberley

2 Table of Contents PART A: General Information A.1_ Department s General Information 4 A.2_ List of Abbreviations /Acronyms 5 A.3_ Foreword by the Premier 6 A.4_ Report of the Accounting Officer 7 A.5_ Statement of Responsibility and Confirmation of the Accuracy of the Annual Report 9 A.6_ Strategic Overview Vision Mission Values 10 A.7_ Legislative and Other Mandates 11 A.8_ Organisational Structure 14 A.9_ Entities Reporting to the Premier 14 PART B: Performance Information B.1_ Auditor General s Report: Predetermined Objectives 16 B.2_ Overview of Departmental Performance Service Delivery Environment Service Delivery Improvement Plan Organisational Environment Key Policy Developments and Legislative Changes 18 B.3_ Strategic Outcome Oriented Goals 19 B.4_ Performance Information by Programme 22 PROGRAMME 1: ADMINISTRATION 22 PROGRAMME 2: INSTITUTIONAL DEVELOPMENT 30 PROGRAMME 3: POLICY AND GOVERNANCE Strategy to Overcome Areas of Under Performance Changes to Planned Targets Linking Performance with Budgets 50 B.5_ Transfer Payments Transfer Payments to Public Entities Transfer Payments to all Organisations other than Public Entities 51 1

3 B.6_ Conditional Grants Conditional Grants and Earmarked Funds Paid Conditional Grants and Earmarked Funds Received 51 B.7_ Donor Funds Donor Funds Received 51 B.8_ Capital Investment 52 PART C: Governance C.1_Introduction 54 C.2_ Risk Management 54 C.3_ Fraud and Corruption 54 C.4_ Minimising Conflict of Interest 54 C.5_ Code of Conduct 55 C.6_ Health Safety and Environmental Issues 55 C.7_ Portfolio Committees 55 C.8_ SCOPA Resolutions 56 C.9_ Prior Modifications to Audit Reports 56 C.10_Internal Control Unit 57 C.11_ Internal Audit and Audit Committees 57 C.12_Audit Committee Report 59 PART D: HUMAN RESOURCE MANAGEMENT D.1_ Legislation that Govern Human Resources Management 62 D.1_Introduction 62 D.2_ Human Resources Oversight Statistics 62 Part E: Financial Information E.1. Report of the Auditor General 85 E.2. Annual Financial Statements 90 2

4 part a: General Information 3

5 A.1 Department s General Information Full name of the department: Northern Cape Office of the Premier Physical address of Head Office: JW Sauer Building Corner of Roper and Quinn Streets Kimberley Postal Address of Head Office: Private Bag x5016 Kimberley 8300 Contact telephone numbers: address: ZLangeveldt@ncpg.gov.za cynthiajoseph@ncpg.gov.za Website address 4

6 A.2 List of Abbreviations /Acronyms AFS Annual Financial Statements AGSA Auditor-General of South Africa AIDS Acquired Immune Deficiency Syndrome AO Accounting Officer APAP Agricultural Policy Action Plan BBBEE Broad Based Black Economic Empowerment CFO Chief Financial Officer CJS Criminal Justice Systems DORA Division of Revenue Act DPSA Department of Public Service Administration EH&W Employee Health and Wellness GEMS Government Employee Medical Scheme GIAMA Government Immovable Asset Management Act HOD Head of Department HR Human Resources IGR Intergovernmental Relations IPAP Industrial Policy Action Plan IPP Independent Power Producers MDG Millennium Development Goal MEC Member of Executive Council MPSA Minister for the Public Service and Administration MTEF Medium Term Expenditure Framework MTSF Medium Term Strategic Framework MTS Provincial Maths, Science and Technology NC Northern Cape NC DoE Northern Cape Department of Education NDP National Development Plan NGP National Growth Plan NSDS National Skills Development Strategy NSP National Skills Plan OPCA Operation Clean Audit ORC Office of the Rights of a Child OSPD Office on the Status of Persons with Disabilities PCA Provincial Council on Aids PFMA Public Finance Management Act PPP Public Private Partnerships PSP Provincial Skills Plan QPR Quarterly Performance Report REIPP Renewable Energy Independent Power Producers RWOPS Remuneration for work performed outside Public Service SCM Supply Chain Management SCOPA Standing Committee on Public Accounts SDIP Service Delivery Improvement Plan SITA State Information Technology Agency SMME Small Medium and Micro Enterprises SMT Senior Management Team SPLUMA Spatial Planning and Land Use Management Act STI Sexually Transmitted Infection TB Tuberculosis TR Treasury Regulations 5

7 A.3 Foreword by the Premier This annual report reflects and accounts for the work delivered during the 2015/16 financial year. As we present this report we acknowledge the commemoration of a number of significant anniversaries that form the bedrock of our democracy. Therefore we take stock of progress made since 1994 in a year that signifies a crucial point in our democratic history as we celebrate twenty years since the enactment of the Constitution (Act 108 of 1996). The Office of the Premier is clear about its role as mandated by the Constitution. As a whole the, Office of the Premier has played a crucial role in promoting and making practical the key requirements of co-operative governance. The main task of the office is to provide strategic leadership and support to the Provincial Government as well as to co-ordinate cross-cutting issues and ensuring that this is done within the confines of the good governance framework. This report thus encapsulates the key milestones achieved by the Office of the Premier in its quest to improve the lives of the citizenry through ensuring that government fulfils its mandate of being accessible, delivering quality services and most importantly also being cognisant of the limitations and constraints that we have encountered during the reporting period. Moreover, a great impact has been made in intensifying joint planning for seamless delivery of services and development across all three spheres of government, as well as between provincial departments and public entities and agencies that are operating within the province. The focus will therefore continue to be on strengthening governance, leadership and management in order to steer the province on a developmental path. As we proceed it is critical that we draw equal lessons from both our achievements, as well as from our deficiencies and limitations. We are mindful that we have been met with some challenges and these are being dealt with so as to continuously ensure that we do all in our power to create a better life for the people of this province. To this end more emphasis will be placed on strengthening government s relations with the citizens and to constantly be aware of their needs, expectations and experiences of government. In presenting this report, I wish to thank the Director-General, the management team as well as the broader staff in the Office of the Premier for their collective efforts in discharging their respective roles in a responsible manner. Your efforts have borne fruit in allowing the Office to obtain a financially unqualified audit opinion. I am convinced that you will take the lessons learnt and apply them so as to continuously report on progress as you execute your duties. Finally, let me thank both the internal and external stakeholders for their various levels of support and cooperation to the Office of the Premier during the 2015/16 financial year. Ms Sylvia Lucas MPL Premier of the Northern Cape 6

8 a.4 Report of the Accounting Officer Overview of the operations of the department: The Office of the Premier is responsible for coordination, monitoring and evaluation of national government policies in the province. The department derives its mandate from the Constitution of the Republic of South Africa, Act 108 of Furthermore the Director General, in his capacity as Accounting Officer for Vote 1 and Administrative Head of the Provincial Government, derives his mandate from section 7 of the Public Service Act of Mr Justice Bekebeke was the Director-General for the Northern Cape Provincial Administration (as well as the Accounting Officer: Officer of the Premier) for the entire 2015/16 financial year. Overview of the financial results of the department: Table 1: Departmental receipts Departmental receipts 2015/ /15 Estimate (R 000) amount collected (R 000) (Over)/ Under Collection (R 000) Estimate (R 000) amount collected (R 000) (Over)/ Under Collection (R 000) Sales of goods and services other than capital assets (39) (15) Sale of capital assets (72) (125) Transactions in financial assets and liabilities - 2,222 (2,222) (899) Total 162 2,485 (2,333) 162 1,201 (1,039) 7

9 Table 2: Programme Expenditure Programme Name Final appropriation 2015/ /15 expenditure (Over)/Under Expenditure Final appropriation expenditure (Over)/Under Expenditure R 000 R 000 R 000 R 000 R 000 R 000 Administration 93,154 93,154-87,471 87, Institutional Development Policy and Governance 76,979 75,721 1,258 71,700 71,700-41,389 39,223 2,166 35,628 35,628 - Total 211, ,098 3, , , Acknowledgement/s or Appreciation As the Accounting Officer, I hereby extend my deep appreciation to the Executive Authority and Premier of the Northern Cape, Mrs Sylvia Lucas for her steadfast support and counsel throughout the financial year. I also express my gratitude to the management team and the dedicated staff for their unparalleled commitment in contributing to the Office of the Premier successfully achieving its aims and objectives for the 2015/2016 financial year. Approval and sign off Mr Justice Bekebeke Accounting Officer Office of the Premier Date: 31 May

10 a.5 Statement of Responsibility and Confirmation of the Accuracy of the Annual Report To the best of my knowledge and belief, I confirm the following: All information and amounts disclosed throughout the annual report are consistent, complete, accurate and free from any omissions. The annual report has been prepared in accordance with the guidelines as issued by National Treasury. The Annual Financial Statements (Part E) have been prepared in accordance with the modified cash standards and the relevant frameworks and guidelines issued by the National Treasury. The Accounting Officer is responsible for the preparation of the annual financial statements and for the judgements made in this information. The Accounting Officer is responsible for establishing and implementing a system of internal control that has been designed to provide reasonable assurance as to the integrity and reliability of the performance information, the human resources information and the annual financial statements. The external auditors are engaged to express an independent opinion on the annual financial statements. In my opinion, the annual report fairly reflects the operations, the performance information, the human resources information and the financial affairs of the department for the financial year ended 31 March Yours faithfully Accounting Officer Mr. Justice Bekebeke Date: 31 May

11 a.6 Strategic Overview 6.1. Vision A prosperous province with quality of life for all. Slogan: leading through excellence towards radical socio-economic transformation 6.2. Mission Improving government s performance through coordination, strategic leadership, and integrated planning and monitoring and evaluation Values Underpinned by the Constitution of the Republic of South Africa and the Batho Pele Principles; in order to realise its vision and mission, the Office of the Premier has adopted the following values Values and descriptions VALUES Transparency Inclusivity Integrity Equity Professionalism Patriotism Accountability Responsiveness Respect DESCRIPTION We will be transparent in all our service delivery process and foster a culture of fairness and honesty We shall embrace the diversity of our citizenry within the principle of Ubuntu We shall conduct our business with integrity We will improve access to services and treat our people equitably, with a specific bias towards vulnerable groups We will be responsible, ethical and team oriented, and possess strong communication, interpersonal, and problem solving skills We will pursue quality management practices value for money, efficiency and effectiveness We will be devoted to love, support and defend our province and country at all times We shall account for all activities, accept responsibility for them, and to disclose the results in a transparent manner We shall respond with compassion to people and events We shall be polite and kind in delivering service to our people 10

12 A.7 Legislative and Other Mandates The Office of the Premier is centrally positioned within the provincial government and derives its mandates from the Constitution of the Republic of South Africa, 1996 (Act No. 108 of 1996); however, we are also obligated to align our functions and perform our work, services and tasks in term of the following: Basic Conditions of Employment Act, 1997 (Act No. 75 of 1997); Broad Based Black Economic Empowerment Act, 2003; (Act No. 53 of 2003) Child Care Act, 1983 (Act No. 74 of 1983); Commission of Enquiry Act, 1952 (Act no. 60 of 1952); Division of Revenue Act, 2015 (Act no. 1 of 2015); Electronic Communication and Transaction Act, 2002 (Act No. 25 of 2002); Employment Equity Act, 1998 (Act No. 55 of 1998); as amended (Act No 47 of 2013) Government Immovable Asset Management Act, 2007(Act No. 19 of 2007); Income Tax Act, 1962 (Act No 58 of 1962); as amended 1997 Infrastructure Development Act, 2014 (Act No. 23 of 2014); Labour Relations Act, 1995 (Act No. 66 of 1995); as amended (Act No 6 of 2014) National Archives and Records Service Act, 1996 (Act no. 43 of 1996); Northern Cape Land Administration Act, 2002, (Act no. 6 of 2002); Northern Cape Planning and Development Act, 1998 (Act no. 7 of 1998); Occupational Health and Safety Act, 1993 (Act No. 85 of 1993); Pension Fund Act, 1956 (Act no. 24 of 1956); Preferential Procurement Policy Framework Act, 2000 (Act No. 2 of 2000); Prevention and Combating of Corrupt Activities Act, 2004 (Act No. 12 of 2004) Promotion of Access to Information Act, 2000 (Act No. 2 of 2000); Promotion of Administrative of Justice Act, 2000 (Act No. 3 of 2000); Protection of Personal Information Act, 2013 (Act No. 4 of 2013) Public Administration Management Act, 2014 (Act No. 11 of 2014) Public Audit Act 2004; (Act No. 25 of 2004); Skills Development Act, 1998 (Act No. 97 of 1998); Skills Development Levy Act, 1999 (Act No. 9 of 1999); Spatial Planning and Land Use Management Act, 2013 (Act No. 16 of 2013); Special Economic Zone Act, 2014 (Act No. 16 of 2014) State Information Technology Agency Act, 1998 ( Act No. 88 of 1998); The Public Finance Management Act, (Act No. 1 of 1999);as amended, Act No 29 of 1999 The Public Service Act 1994 as amended by (Act No. 30 of 2007); Traditional Leadership, Governance and House of Traditional Leaders Act, 2007 (Act no. 2 of 2007) State Liability Amended Act, 2011 (Act No. 14 of 2011); 11

13 Constitutional Mandates, Powers and Functions The Premier exercises the executive authority, together with the other members of the Executive Council, by- implementing provincial legislation in the province; implementing all national legislation within the functional areas listed in Schedule 4 or 5 except where the Constitution or an Act of Parliament provides otherwise; administering in the province, national legislation outside the functional areas listed in Schedule 4 and 5, the administration of which has been assigned to the provincial executive in terms of an Act of Parliament; developing and implementing provincial policy; co-ordinating the functions of the provincial administration and its departments; preparing and initiating provincial legislation; and performing any other function assigned to the provincial executive in terms of the Constitution or an Act of Parliament; The following powers and functions are assigned specifically to the Premier: in accordance with the Constitution of the Republic of South Africa Act No. 108 of 1996, Chapter 6 (Sec 127) (Sec 132) assenting to and signing Bills; referring a Bill back to the provincial legislature for reconsideration of the Bill s constitutionality; referring a Bill to the Constitutional Court for a decision on the Bill s constitutionality; summoning the legislature to an extraordinary sitting to conduct special business; appointing commissions of inquiry; and calling a referendum in the province in accordance with national legislation; appoint members of the Executive Council, assigns their powers and functions, and may dismiss them; transferring to a member of the Executive Council the administration of any legislation entrusted to another member; or any power or function entrusted by legislation to another member; Policy Mandates New Growth Path, 2010 National Planning Commission White Paper of October 2009 National Monitoring and Evaluation Framework White Paper of October 2009 National Strategic Planning Green Paper of September 2009 Framework for Managing Programme Performance Information, Published by National Treasury, May 2007; Framework for Strategic Plans and Annual Performance Plans, Published by National Treasury August 2010; Framework for the National Skills Development Strategy 2011/ /16; Human Resource Development South Africa Strategy ; Medium Term Strategic Framework, ; Municipal Integrated Development Plans; Municipal Spatial Development Frameworks; 12

14 National Development Plan Vision 2030 National Policy Framework for Women s Empowerment and Gender Equality, 2011; National Skills Development Strategy III, 2011; National Strategic Plan of Human Immune Deficiency Virus (HIV), Sexually Transmitted Infections (STI s) & Tuberculosis (TB) and Provincial Strategic Plan for HIV, STI s & TB ; Performance Information Handbook, Published by National Treasury, April 2011; Policy Framework for the Government wide Monitoring and Evaluation System, Published by the Presidency, November 2007; Provincial Growth and Development Strategy 2014; Provincial Spatial Development Framework, 2012; The Integrated National Disability Strategy of 1997; The Role of Premier s Office in Government wide Monitoring and Evaluation: A good Practice Guide: Published by the Presidency, July 2008; Youth Enterprise Development Strategy 2023 Relevant Court Rulings Dingaan Hendrick Nyathi case against Member of the Executive Council for the Department of Health, Gauteng and Minister of Justice and Constitutional Development with Centre for Constitutional rights 2008 (9) BCLR 865 (CC); Matatiele Muncipality and Others vs President of the Republic of South Africa CCT37/05 The principle in this case is the importance of consultation with 3rd parties in particular communities by Government when certain decisions that will affect them; are taken President of the RSA and Others vs South Africa Rugby Football Union and Others (1999) In this case the President of South Africa was summoned by the court to come and give evidence in a civil matter and he did appear. Which means that members of the Executive Council may be summoned to appear in court; Government of RSA vs Gootboom (2000) The principle of the right to housing in terms of section 2 of the Constitution of the Republic of South Africa, 1996; Hoffman vs South Africa Airways employment discrimination against an HIV-positive person was found to be in contravention of the provisions of Promotion of Equality and Prevention of Unfair Discrimination Act 4 of 2000; Kirkland Investments (Pty) Ltd T/A Exe Lazer Institute vs MEC, Health Eastern Cape no (870 [2011] zaecghc75 (15 December 2011); South Africa Litigation Centre vs Minister of Justice and Constitutional Development and Others 2015(5) SA 1 (GP) The State has an constitutional duty to adhere to a court order; Democratic Alliance vs SABC 2015 (1) SA 551(WC) The findings or remedial action by the Public Protector is binding on Organs of State; All Pay Consolidated Investment Holdings (Pty) Ltd and Others v Chief Executive Officer of the South African Social Security Agency and Others (CCT 48/13) [2015] ZACC 7; 2015 (6) BCLR 653 (CC) (24 March 2015). 13

15 a.8 Organisational Structure PREMIER (EXECUTING AUTHORITY) Ms S. Lucas PREMIER EXECUTIVE SUPPORT 1 x Chief of Staff Mr M. Ndzilili DIRECTOR-GENERAL OFFICE OF THE DIRECTOR-GENERAL Mr J. Bekebeke 1 x Director Ms Z. Langeveldt BRANCH: GOVERNANCE AND STRATEGIC MANAGEMENT BRANCH: INSTITUTIONAL DEVELOPMENT FINANCIAL MANAGEMENT SERVICES 1 x Deputy Director- General VACANT 1 x Deputy Director- General Ms E. Botes 1 x CFO Mr M. Gasela EXECUTIVE SUPPORT STAKEHOLDER MANAGEMENT AIDS COUNCIL SECRETARIAT 1 x Director- Mr D. Adams 1 x Director- Mr M. Davids 1 x Director- Ms K Makatesi A.9 Entities Reporting to the Premier Name of Entity Legislative Mandate Financial Relationship Nature of Operations Premier s Bursary Trust Fund Trust Deed Premier is the patron of the fund. OTP makes annual transfers to the trust fund. Study loans for students Mme Re Ka Thusa Trust Fund Trust Deed Premier is the patron of the fund. OTP makes annual transfers to the trust fund. Financial assistance for previously disadvantaged women to empower them to become economically active 14

16 PART b: Performance Information 15

17 B.1 Auditor General s Report: Predetermined Objectives Refer to Section E.1. to inspect the report of the Auditor-General on Performance Information. B.2 Overview of Departmental Performance 2.1. Service delivery environment With the world grappling with the aftermath of the global economic crisis, South Africa and the Northern Cape Province is not insulated against its impact. The Province s heavy reliance on mining and agriculture is especially susceptible to the global financial turmoil and is in the middle of the storm with the mining industry being severely affected by a decline in commodity prices. In addition, the agricultural sector is confronted by severe drought and as a result large number of jobs are under threat. The Provincial Administration is currently implementing strategies and programmes to mitigate the worst economic impact of the minerals price crash and severe drought. Approximately 2000 smallholder farmers across the province have benefitted from the drought relief programme and the country as a whole. Food security remains one of the key priorities of the Northern Cape Administration and the Province continues strive to ensure that its fields produce quality and enough food for consumption. In an attempt to address the food security challenges in the Province the following initiatives have been supported: The Vaalharts / Taung Revitalisation Scheme and Onseepkans River Valley Catalytic project will continue to support the smallholder farmers through irrigation infrastructure development. The Farmer Training and programme continues to support smallholder farmers to improve their productivity by enhancing their skills; and Conditional grant funding in the form of Comprehensive Agricultural Support Programme (CASP) and Ilima/ Letsema are accorded to deserving farmers. In terms of employment creation the construction, utilities and transport sector were the most notable employment creating sectors with growth rates of 42.0%, 41.6% and 40.6% percent respectively. These increases are attributed to the burgeoning energy sector in the province and the construction of the Sol Plaatje University. Today, over 60% of South Africa s Independent Power Producers have been allocated to the Northern Cape. The Province attracted 66% of the total Renewable Energy Independent Power Producers investments to date and has secured a substantial share of the equity for local communities with benefits materialising over the project life. Eskom Northern Cape has spent R348 million in the 2015/16 financial year to respond to the growth and development challenges in the Province. Clean energy production, supported by the procurement strategy of the Renewable Energy Independent Power Producers Programme, is also contributing to the NC provincial objective of achieving accelerated sustainable economic growth and development The Office of the Premier, within the context of the prevailing economic challenges, has prioritised the implementation of the National Development Plan and over the Medium Term will focus on ensuring effective co-ordination of investments and priority projects specific to the Northern Cape. These investments are to serve as catalyst projects. 16

18 The Office of the Premier has established institutional mechanisms within the administration relating to the coordination, monitoring and reporting of the implementation of the National Development Plan and provided strategic guidance by ensuring that plans of departments are aligned to the deliverables of the Medium Term Strategic Framework. The finalisation of the Provincial Programme of Action amended to get reports on disaggregated data for the period under review, as well as the performance monitoring hereof has been concluded through the various cluster reporting structures, thereby ensuring that the priority catalytic projects and implementation of the NDP is monitored. The Office of the Premier is also responsible for coordinating the implementation of Outcome 12 across the provincial administration, for the Medium Term In order to strengthen its coordination role, the department has established an Outcome 12 Implementation Forum, which includes all departments as its service delivery partners. Furthermore, terms of reference for a Joint Coordination Forum has been developed. The Forum envisages to focus on improving governance and accountability in all provincial departments and improving the capacity of the provincial administration Service Delivery Improvement Plan Main services and standards Main services Beneficiaries Current/actual standard of service 14/15 Co-ordinate Outcome 12 monitoring Provincial Departments Outcome 12 Implementation forum not in place Desired standard of service 15/16 Terms of Reference for Outcome 12 Implementation Forum adopted and Forum functioning. achievement Terms of Reference of the Provincial Joint Coordination Forum developed and Forum established. Monitor the Implementation the Provincial Programme of Action Provincial Departments. Cluster Reporting structures, Executive Council Programme of Action not finalised relating to the 12 provincial Departments Finalise the Programme of Action for 12 Outcomes in relation to the 12 Provincial Departments Programme of Action for 2015/16 finalised and approved by EXCO. Batho Pele arrangements with beneficiaries (Consultation access etc.) The Office of the Premier has established a Batho Pele and Service Delivery Unit which co-ordinates and monitors the implementation of the Service Delivery Improvement Plans. Service delivery information tool As the Office of the Premier renders services to other departments, there is no need for an information tool. The information is shared in various forums in meetings that we convened at least once over a quarter. Complaints mechanism All complaints are dealt with in the various forums such as the Presidential Hotline and the Outreach Programme. Departmental Complaints and Compliments Management Systems are discussed in an attempt to identify best practice to be assimilated by other sister departments. 17

19 2.3. Organisational Environment The Department rolled out a focused review of the organisational structure during this reporting period, which included the application of the organisational functionality assessment diagnostic tool, the development of a service delivery model, the alignment of the functional structure, work measurement and the development of a business case, which was supported by the Human Resources Planning process and a baseline skills survey. The review process informed the development of the appropriate functional architecture for the Department to operationalise its strategic objectives, as well as provide the vehicle for the proper placement of functions and personnel, and optimal utilization of existing resources. Implementation of the reviewed organisational structure will commence upon approval, i.e. within the upcoming financial year ( ), and will be guided by the departmental Service Delivery Model, as well as findings and recommendations from the diagnostic report (organisational functionality assessment). An implementation plan will therefore unfold during the course of the financial year, which will include the migration of the organisational structure on the PERSAL system, the review of job design and grading levels, ensuring the optimal placement of personnel, et cetera. The impact of the said process will be to attain clarity between the core provincially focused functions of the Office of the Premier, as opposed to its internally focused support functions, thereby achieving the key objective of strengthening the provincial co-ordination and monitoring capabilities of the Department. The latter will serve to address challenges identified during the organisational functionality assessment process, as well as the development of the departmental service delivery model, in optimally executing the co-ordination and monitoring functions. There have also been significant changes in the top management echelons of the Office of the Premier during this reporting period. The resignation of three officials in key strategic positions within the Governance and Strategic Management Branch had an impact on the internal capacity of the Office of the Premier to provide strategic leadership and direction. The appointment of an Acting Deputy Director-General for Governance and Strategic Management, however ensured the continuity of service delivery within this Branch. The Department furthermore managed to transfer one official from Department of Social Development, to fill the critical position of Deputy Director-General: Institutional Development, thereby strengthening the provincial coordination, monitoring and evaluation role of the Office of the Premier Key policy developments and legislative changes There were no key policy and legislative changes during the period under review. 18

20 B.3 Strategic Outcome Oriented Goals Being at the helm of the Provincial Administration, the Office of the Premier subscribes to the relevant policy mandates at national and provincial level as outlined in the National Development Plan and the Medium Term Strategic Framework. The goals identified addresses the direct role of the Department in building an efficient, effective and development oriented public service in the Province capable of responding to the needs of the citizens. These goals are also in sync with the constitutional and other legislative mandates of the Office of the Premier. Outcome Orientated Goal 1 Goal Statement: Empowered citizenry Promote equality, empowerment of the vulnerable sectors of society and drive children s rights, rights of the elderly and persons with disability through inclusive government programmes and interventions. Linkages Constitution, NDP, SPLUMA, MTSF , NSP and PSP Impact/Outcome: To improve the quality of life Outcome Orientated Goal 2 Goal Statement: Inclusive growing economy Create a coordinated, collaborative, diversified, economic partnership in an enabled environment through: Beneficial strategic partnerships to advance the provincial growth and development in realising the NDP vision Effective Intergovernmental Relations and International Relations to promote the Northern Cape s competitive advantage. Pursuing programmes that enhance/promote a common national identity within a diverse society to enhance social cohesion. Linkages Constitution, NDP(Radical/ Socio Economic Transformation), SPLUMA, MTSF , NSP and PSP, PGDS Impact/Outcome: Decrease in unemployment and specifically the youth, Increase provincial GDP growth Outcome Orientated Goal 3 Goal Statement: Linkages Impact/Outcome: Collaborative Planning: To provide effective leadership to the province and society by: driving the provincial vision and strategic, life-changing government priorities which include the fight against and response to HIV & TB; coordinate, integrate and mainstream planning across all spheres of government in partnership with all stakeholders, effectively improving Provincial Intergovernmental Relations; and Building government s research capacity, data management and analysis to inform policy development, monitoring and evaluation of the outcomes based priorities in unblocking service delivery. Legislative framework, policies, directives, NDP, MTSF, IGR framework and New Growth Path, and PGDS Accelerated and integrated service delivery 19

21 Outcome Orientated Goal 4 Goal Statement: Linkages Impact/Outcome: Efficient, effective and developmental public service To enhance the performance of government by making the public service and local government a career of choice through: process reengineering, strengthening of delegations and accountability, improving intergovernmental coordination and improving relations between provincial and local government Building a capable and developmental public service through service delivery innovation and capacity building to drive change and social transformation To improve our financial capability through lobbying for funding, mobilisation of donor funding, studying the utilisation of resources, investment and tapping into existing natural resources. MDG, NDP, Outcome 12, PFMA, Treasury Regulation and OPCA, SPLUMA) Increased productivity by all departments as measured through productivity measurement tools. Increased departments with unqualified audit opinions. Outcome Orientated Goal 5 Goal Statement: Linkages Impact/Outcome: An empowered and influential work force Improved performance through strategic and co-ordinated skills development for improved service delivery and economic growth in the Province NDP, Outcome 5, Outcome 12, NGP, IPAP, HRD SA, SMS Handbook, APAP, NSDIII, Ministerial directive A multi-skilled, high performing and professional, service delivery oriented workforce. 20

22 PROGRAMME 1: ADMINISTRATION 21

23 B.4 Performance Information by Programme PROGRAMME 1: ADMINISTRATION Purpose: The objective of the programme is to render administrative and financial support to the Premier, Executive Council, Director General and other Internal Programmes within the Office of the Premier in fulfilling their legislative and governance responsibilities. It is made up of the following sub-programmes: 1.1 Premier support 1.2 Director-General Support DG Support Security and Records Management Provincial Council on AIDS-Secretariat 1.3 Executive Council Support 1.4 Financial Management Strategic Objective: To provide strategic leadership, good governance and support to the Provincial Administration. Programme Name: Administration Strategic Objective Performance Indicator Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/2016 Comment on deviations Implementation of sound financial management within department evidenced by annual unqualified audit outcomes - Unqualified audit report Financially unqualified audit opinion with no findings / clean audit. 1.1 Premier Support Performance Indicator Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from Planned target to Achievement for 2015/2016 Comment on deviations Percentage of Premier s statutory and political obligations 98% (96 of 98) 98% (56/57 engagement met) 98% (56/57 engagement met) None None 22

24 To fulfil her constitutional mandate, statutory and political obligations, the Premier honours certain obligations such as attending meetings of the National Government Lekgotla and the Presidential Coordinating Council, and convenes Provincial Inter-Governmental Forum, Consultative Executive Council Outreach, and Provincial and Sectoral Civil Society engagements and Executive Council. Furthermore, emanating from the 2015 SOPA (State of the Province Address) and Vote budget speech, the Premier s Support provided guidance and leadership in its central coordinating role, throughout the financial year on various issues affecting the entire provincial administration on key projects and initiatives around the following policy priority areas: Creating decent jobs Education The fight against crime Women and youth development issues Infrastructure development Health Rural development and agrarian reform 1.2 Director General Support DG Support Performance Indicator Compliance with the planning framework through timeous crafting & submission of the Strategic plan, Annual Performance Plan, Budget and anti corruption strategy. Number of Strategic Management Team reports where organisational performance and Provincial Assessments are discussed (including Presidential Hotline, Anti-Fraud and Corruption cases) Achievement 2014/2015 All 4 Planning documents (Strategic Plan, APP, Budget and Anti corruption strategy/ plans) signed and submitted on due date Planned Target 2015/ Planning documents (Strategic Plan, APP, Budget and Anti corruption strategy/ plans) signed and submitted on due date Achievement 2015/ Planning documents (Strategic Plan, APP, Budget and Anti corruption strategy/ plans) signed and submitted on due date Deviation from planned target to Achievement for 2015/2016 None Comment on deviations None 5 Reports 4 Reports 4 Reports None None 23

25 The Sub-programme was pivotal in providing assistance and logistical support to the Director General and the achievements that were recorded amongst others are as follows: All scheduled strategic management fora in the form of Heads of Department, Top Management and Senior Management were convened. All quarterly Assessment: Performance Information Reports were timeously submitted to Provincial Planning Functions; the Provincial Legislature and DPME Both the APPs for 2015/16 and 2016/17 were submitted to the Provincial Legislature The Anti-Corruption & Whistle-Blowing Policy and Anti-Corruption Capacity (MACC) were approved and implemented The National Anti-Corruption Hotline Cases for the Office of the Premier have been fully finalised and reported as closed cases. The DG s office successfully coordinated the Financial Disclosures: 2014/15 and achieved a 100% compliance rate at the end of 31 May To ensure compliance with good corporate governance, risk assessment was performed by the Risk Management Unit within the Office of the Director General. The Risk Register and Risk Management Strategy were compiled and presented to the Risk Committee for endorsement and approval by the Accounting Officer. A mitigation plan was developed in consultation with the risk owners in various sub-programmes to manage the risks that may possibly prevent the department from achieving its strategic objectives. The progress on the mitigation plans was monitored and presented to the Risk and Audit Committees on a quarterly basis. An Auditor General Plan was developed and monitored on a quarterly basis to improve the audit outcomes. To stimulate province-wide economic development, the Director General engaged with stakeholders at the Zinc Project in Aggeneys; Mercedes Benz South Africa; Inauguration Ceremony of Bokpoort Concentrated Solar Power Project and the recent Eskom and Public Enterprises Engagement. The Director General also formed part of the Northern Cape Provincial Governments delegations on outbound missions to the United Kingdom that were aimed at exploiting trade and investment opportunities for the benefit of the province Security & Records Management Performance Indicator Number of reports on Units monitored to check compliance with the Minimum information security standard (MISS) Reports on number of Departments that are provided with Security Services Number of reports on staff screened/ vetted/ signing of Declaration of Secrecy Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/2016 Comment on deviations 5 Reports 4 Reports 3 Reports (-1) April to June was consolidated into one report 5 Reports 4 Reports 3 Reports (-1) April to June was consolidated into one report 5 Reports 4 Reports 3 Reports (-1) April to June was consolidated into one report 24

26 The primary purpose of the sub-programme is to preserve the corporate memory of the Office of the Premier and provide for a safe working environment. In our endeavour to ensure compliance with the Minimum Information Security Standard (MISS), we have introduced new quality control systems that seek to improve the standard of care when handling all types of information. We have conducted awareness sessions on archive disposal; physical inspections of files and conducted security inspections on all units. Security screening and vetting were conducted during the year under review. In respect of our Security component we have introduced systems that have improved productivity and ensured all visitors and employees enjoy a safe and secure environment. We have engaged the South African Police Services (SAPS) and the Government sector Security Regulator which conducted a security assessment of the Office of the Premier with the main aim of ensuring that we continue to improve on our current safety standards. Security support services were provided at public events, official visits, departmental functions and ad hoc special programmes Provincial Council of Aids Secretariat Performance Indicator Mainstreaming (incorporate) HIV and TB into the Annual Performance Plan (APP) and Integrated Development Plan (IDP) of all PCA sectors (Provincial Departments and Local Government respectively) Ensure functionality of Provincial Council of AIDS which coordinates and monitor progress towards the achievements of the PSP targets Monitor and Evaluate the Provincial response to HIV and TB through the collection and analysis of sector reports Achievement 2014/2015 Planned Target 22015/2016 Achievement 2015/2016 Deviation from planned target to actual achievement for 2015/2016 New Indicator 4 Reports 4 Reports None None 5 Reports 4 Reports 4 Reports None None 5 Reports 4 Reports 4 Reports None None Comment on deviations The main purpose of the sub-programme is to provide administrative support, monitor and evaluate the implementation of the multi-sector PSP for HIV, STI s and TB (external and internal mainstreaming through the secretariat). The Provincial Council on AIDS (PCA) comprises the Provincial Executive Council led by the Premier who chairs the PCA, Civil Society Chairperson, Sector Departments, Local Government, Traditional Leaders and Private Sector. For the period under review the PCA s quarterly meetings were convened and an Inter-Departmental Committee (IDC) was established as a mechanism to facilitate and strengthen the response to HIV and AIDS by stakeholders at all levels. The unit participated in the Civil Society Sector Leaders meetings as per the annual schedule. The District AIDS Council (DAC) provided leadership, coordination and strategic guidance to a number of municipalities in the implementation of the Multi-sectoral Provincial Strategic Plan for HIV, STIs and TB

27 In an effort to strengthen its sector and district representation, a Provincial Faith Based Organisations and Traditional Health Practitioners summit was held. The Northern Cape PCA embraced a community outreach strategy to commemorate World AIDS-Day whereby targeted families were adopted and visited. 1.3 Executive council Support Performance Indicator Report on Executive Council and the Clusters engagement where support was rendered. Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to actual Achievement for 2015/ Reports 4 Reports 4 Reports None None Comment on deviations The sub-programme provided coordination, support and assisted with the activities and programmes of the Executive Council. To ensure improvement of coordination, reporting, monitoring and evaluation of the administration, Executive Council, meetings were concluded and Executive Council Cluster Committee meetings were convened. The Executive Council conducted outreach programmes to Pixley ka Seme Region: Namakwa District Municipality and ZF Mgcawu: District Municipality and issues that were raised and followed through were unemployment; education, health and housing. The unit also successfully coordinated the Executive Council Lekgotla and ensured that issues raised were referred for follow through to relevent departments during the year under review. 1.4 Financial Management Performance Indicator Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation form planned target to Achievement for 2015/2016 Comment on Deviations Compliance with financial accounting, management accounting and supply chain reporting requirements and relevant accounting legislation/ prescripts resulting in financially unqualified opinion on annual financial statements. 5 Reports 1 Annual Financial Statement (AFS) 4 Interim Financial Statements (IFS) 1 Annual Financial Statement (AFS) 3 Interim Financial Statements (IFS) (-1) The Provincial Accountant General (PAG) issued instruction note no.1 of 2015/16 instructing all provincial departments not to compile the 4th quarter IFS. Hence the negative variance of 1 26

28 1. Supply Chain Management (SCM) Eleven(11) monthly reports were submitted to Provincial Treasury regarding the expenditure above R Two quarterly stock counts for inventory were completed Total number of orders processed 1938 Compiled and implemented the Annual Procurement Plan (Tender Plan) Performed a departmental audit in all transactions to ensure completeness of irregular expenditure in the annual financial statements Compiled a demand and sourcing strategy Conducted a customer satisfaction surveys Supply Chain Management related business was reviewed as follows: Purchases/Acquisition business process; store management business process; and Logistics management process; and Six supply chain management related policies were reviewed 2. Asset Management Twelve(12) monthly Asset Management reports were compiled and submitted to Provincial Treasury. Updated the asset register with additions and disposals after physical asset verifications Implemented the asset strategy to be evidenced with the compilation and submission of the departmental asset management report Asset management and library policies were reviewed 3. Financial Accounting Twelve(12) monthly Instruction Note 34 pertaining to payment of invoices were submitted on time to Provincial Treasury; 100% of supplier invoices received and paid; Submitted the twelve monthly compliance certificate to Provincial Treasury Submitted Annual Financial Statements for the 2014/15 financial year end; Submitted three Interim Financial Statements for 2015/16 financial year, Total of 3437 invoices were processed for 2015/2016 Financial year; Submitted the tax reconciliation certificate for the period ending March 2015 and February 2016; 1445 Subsistence and travels claims were processed during 2015/16 financial year; The following financial accounting related business processes were reviewed during the 3rd quarter: Bank & Cash business process Employee costs business process Payment business process Revenue & Receivable process Accruals Nine Financial accounting related policies were reviewed 27

29 4. Management Accounting Twelve(12) monthly reports (budget/expenditure) were compiled and distributed to cost centre managers as part of budget monitoring Captured the integrated departmental budget on BAS (Basic Accounting System); Prepared and submitted Adjustment budget for 2015/2016 Financial year to Provincial Treasury Captured the Adjustments budget on BAS Fourteen In Year Monitoring (IYM) reports have been compiled, consolidated and submitted to Provincial Treasury; Fourteen revenue reports were compiled, consolidated and submitted to Provincial Treasury; Twelve monthly cash flow requisition have been submitted to Provincial Treasury as part of cash flow management; Coordinated the compilation of quarterly performance information reports within the finance unit; All management Accounting related policies were reviewed during the 3rd quarter; Reviewed management Accounting business processes; Prepared and submitted budget submissions to Provincial Treasury; Prepared and submitted section 40 for 2016/2017 financial year to Provincial Treasury; Performed year end processes such as virements, shifting and appropriation statements; Supported external audit process through providing the requested audit evidence and responding to specific findings. 28

30 PROGRAMME 2: INSTITUTIONAL DEVELOPMENT 29

31 PROGRAMME 2: INSTITUTIONAL DEVELOPMENT Purpose The purpose of this programme is to strategically lead the province towards long term planning for human capital and a development orientated public service and provision of advisory legal services Strategic Human Resources Management Human Resource Administration Efficiency Services Labour Relations Employee Health and Wellness 2.2. Strategic Human Capital Development Human Resources Development Strategy and Transversal Coordination Performance Management and Capacity Development 2.3. Information Communications Services Information Technology and Infrastructure Communications 2.4. Legal Services 2.5. Programme Support Strategic Objective: To ensure an effective, efficient and development orientated Provincial Administration Programme Name: Institutional Development Strategic Objective Performance Indicator Reviewed Human Resource Development Strategy and Reports on its implementation Achievement 2014/2015 Planned Target 2015/ Review HRD Strategy and its implementation Achievement 2015/2016 Reviewed HRD Strategy and implementation not concluded. Deviation from planned target to Achievement for 2015/2016 The framework for the review has been developed Comment on deviations The review of the National Strategy has not been finalised and the Province is expected to align to national processes. 30

32 2.1 STRATEGIC HUMAN RESOURCES MANAGEMENT Human Resource Administration Performance Indicators Number of reports highlighting compliance with recruitment and selection practices Number of reports indicating the development of transversal policies Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ reports 4 Reports 4 Reports None None New Indicator 2 Reports 2 Reports None None Comment on deviations During the financial year 2015/2016, the Office of the Premier filled eleven (11) positions, while two (2) officials were transferred into the Department. In order to contribute towards addressing the huge challenge of youth unemployment, the Office of the Premier appointed 7 Interns. These young people are provided with valuable onthe-job experience within various Units of the Office of the Premier. The department has enhanced its capacity to conduct criminal checks on candidates recommended for appointment. This was done through providing training to staff members on the Biometric Fingerprint System. Unlike the previous long delays, the results of these checks are now available within five (5) days, therefore improving the turnaround time to fill vacant positions. The vacancy rate of the Office of the Premier was reduced significantly from 9.03% in the first quarter to 5.53% as at the end of the fourth quarter. This is well within Government s Medium Term Strategic Framework target of a 10% and below vacancy rate set to be achieved by The average percentage of the vacancy rate across the Provincial administration stood at 11.3% as at 30 March 2016 compared to 16.3% in the first quarter (30 June 2015). 58% (7) of provincial departments managed their vacancy rate to under 10%. The significant progress in reducing the vacancy rate across the provincial administration, can in part be attributed to the ongoing process of PERSAL Clean-up, which is aimed at improving the functionality of the PERSAL System. In an effort to ensure efficient, effective and professional recruitment practices, the Department has finalised the first phase of a project to develop an electronic recruitment system. At this stage, the System allows for the capturing of information of advertised posts, applicants details, the generation of long lists of all applicants and acknowledgement letters. The system when fully developed, should allow the department to capture applications electronically, generate acknowledgement letters, employment equity reports, short list submissions, invitation letters for interviews; appointment submissions; appointment letters and letters of regret. The Provincial Human Resource Forum, coordinated by the Office of the Premier, has developed draft Provincial Policies on Recruitment and Selection, Special Leave and Dress Code. These Policies will be presented at the next GPSCBC which is scheduled for June

33 2.1.2: Efficiency Services Performance Indicators Number of reports detailing projects around Provincial Operations Management Frameworks Number of reports outlining the Provincial status in terms of HR Planning and Organisational Design Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/2016 New indicator 4 Reports 4 Reports None None 5 Reports 4 Reports 4 Reports None None Comment on deviations The Relocation project, which entailed the movement of departmental personnel from Templar building to the J.W. Sauer building was successfully concluded. The Office of the Premier, in collaboration with the Department of Public Service and Administration, facilitated a Provincial capacity-building session on the implementation of the Operations Management Framework with a specific focus on the following areas: Development of a Service Delivery Model; Identification and Mapping of Business processes; and Development of Standard Operating Procedures Public Administration Management Delegation Registers (D1 D4), were developed for all provincial departments to ensure compliance with the National Directives on Public Service Delegations. In terms of organisational design the structural review process of the Office of the Premier has been facilitated internally. Support on organisational design was also provided to the Department of Roads and Public Works, the Department of Sport, Arts and Culture as well as the Department of Health. The analysis of the proposed organisational structure of the Department of Health is currently work in progress, which will culminate in written feedback. This will then be reported on during the first quarter of the 2016/2017 reporting cycle, with supporting evidence, The monitoring of post advertisements placed by provincial departments was instituted to assist in identifying inconsistencies in job grading and job content. 32

34 2.1.3: Labour Relations Performance Indicator Number of reports submitted to DPSA and PSC on misconducts and Grievances Number of reports on improved turnaround times for Prosecuting & Presiding over Misconduct, Dispute and grievance in Months Number of reports on the implementation and level of compliance with National/Provincial Labour Relations Strategy Implementation of resolutions/ agreements from GPSSBC, SSBC, ELRC, PHSDSBC, PSCBC and Labour Relation forum monitored through monthly reports Achievement 2014/2015 Misconducts: 2 (DPSA) Grievances: 2 (PSC) Planned Target 2015/2016 Misconducts: 2 (DPSA) Grievances: 2 (PSC) Achievement 2015/2016 Misconducts: 6 (DPSA) Grievances: 3 (PSC) Deviation from planned target to Achievement for 2015/2016 Misconducts: 4 (DPSA) Grievances: 1 (PSC) 4 Reports 4 Reports 4 Reports None None 4 reports 4 reports 4 Reports None None 12 Reports 12 Reports 12 Reports None None Comment on deviations Due to the nature of this indicator as it is demand driven. Four (4) more misconduct cases were dealt with as initially planned. Furthermore, one (1) more grievance occurred over above what was planned. The Department achieved its target of reporting to the Department of Public Service and Administration during the period under review. All registered misconduct cases in the Office of the Premier were resolved within the stipulated period of 90 days. Provincial departments (Health, Education, Roads and Public Works and Sport, Arts and Culture) were also supported with the investigation of grievances and misconduct, as well as presiding over disciplinary cases. The Department of Education was supported with an opinion on a grievance case. In order to ensure consistency and certainty across the provincial administration with regards to the suspension of employees, a Provincial Precautionary Suspension Policy was developed and approved. 33

35 The Office of the Premier coordinated and supported all departments in the identification of lists of qualifications in compliance with Resolution 5 of All 12 departments have implemented Resolutions 3 of : Employee Health and Wellness Performance Indicator Number of compliance reports on the implementation of the Employee Health and Wellness Framework Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ Reports 4 Reports 4 Reports None None Comment on deviations All Employee Wellness Units of the Northern Cape Provincial Administration submitted departmental gendersensitive, rights based mainstreamed operational plans, annual departmental Systems Monitoring Tools (SMT s) to the DPSA. All EH&W units also submitted their 4 workplace policies to the Office of the Premier. The EHW Unit in the OTP provides technical support to department. The reports were collected, analysed for accuracy and completeness before they were submitted to DPSA. Health promoting activities have a strong information Communication and Education (IEC) basis. Interventions are focussed on behaviour change communication that make individuals aware that certain attitudes and behaviours place them at risk of getting infected with the HI-Virus and other diseases of lifestyle. A number of Health screening sessions were conducted with ongoing disease management programmes which culminate in an annual wellness day where we collaborate with GEMS. In contributing towards preventative health interventions, we have screened 23 males and 32 females for cancer. 2 male employees have been found to be possible high risk cases. These colleagues have been referred to specialised care for further investigations STRATEGIC HUMAN CAPITAL DEVELOPMENT 2.2.1: Human Resource Development and Transversal Coordination Performance Indicator No. of quarterly reports indicating compliance with HRD Policy Framework, strategies and programmes within Provincial departments Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ Reports 4 Reports 4 Reports None None Comment on deviations 34

36 Performance Indicator No of quarterly reports indicating Transversal Human Resource Development initiatives for a skilled and capable workforce to support economic growth. Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ Reports 4 Reports 4 Reports None None Comment on deviations The Directorate is responsible to coordinate the implementation of and compliance to Skills Development Legislation as well as Human Resource Development Strategies, policies and programmes in the province. In order to achieve this, the Directorate s mandate includes the coordination and management of the Human Resource Development Council (HRDC) as well as the Provincial Skills Development Forum (PSDF) and its activities. The unit planned and coordinated the annual National Public Sector Trainers Forums Conference in partnership with the NSG. The conference was attended by approximately 540 delegates which represented all provinces. The conference program included presentations by national as well as international speakers and was graced by the Minister of Public Service and Administration (MPSA). The unit coordinated the Indian Technical Economic Cooperation (ITEC) and Special Commonwealth Assistance for African Programmes (SCAAP) initiated by the Indian government. Northern Cape government officials were invited to participate in this programme to improve their skills and academic qualifications. In particular an administrative officer from the Department of Sport, Arts and Culture capitalised on the opportunity and successfully completed her Master s Degree in Planning and Development in January The office in partnership with National Treasury requested funding for a learnership programme through the Public Service Education Training Authority (PSETA) which was approved in the 2015 financial year. It made provision for the enrolment of fifty (50) unemployed youth in the Public Sector Accounting Learnership of which thirty five (35) learners from Kimberley and fifteen (15) from Upington are participating in this programme. Twenty (20) Officials from host departments were trained as mentors to support and mentor the learners on the programme. The unit coordinated a SMS Leadership Development Workshop through Department of Public Service Administration which was attended by 87 Senior Managers from various departments. A total number of 298 new entrants to the Public Service were inducted through the Compulsory Induction Programme (CIP). The majority of these officials were employed by the Department of Health. The unit strengthened relations with key stakeholders and this culminated in improved reporting on outcome 5 (Program of Action) : Performance Management and Capacity Development Performance Indicator No. of quarterly PMDS monitoring reports indicating compliance with policy prescripts Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ Reports 4 Reports 4 Reports None None Comment on deviations 35

37 Performance Indicator Number of training and development reports outlining capacity development initiatives for employees within OTP for improved performance. Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ Reports 4 Reports 4 Reports None None Comment on deviations The unit took over the new role of coordinating the Head of Department s assessment which was previously the role of the Public Service Commission and managed to conclude all outstanding HOD assessments for the previous three performance cycles e.g. 2012/2013, 2013/14 and 2014/2015 financial years respectively. The Provincial Employee Performance Management Development Service and the departmental Bursary Policies were reviewed and approved during the period under review. The unit managed to maintain a MPAT level 4 score for Human Resource Development Planning, Implementation and Reporting. The department is fully compliant with regulatory and legislative requirements in this regard. Thirty two (32) officials were awarded bursaries to further their studies and improve their qualifications. Six (6) of the 32 bursars successfully obtained their qualifications, whilst the remainder of the bursars progressed to the next level of their studies. 2.3 INFORMATION COMMUNICATION SERVICES 2.3.1: Information Technology and Infrastructure Performance Indicator Number of departmental ICT governance plans reviewed Review and modernisation of Intranet and Internet Websites Number of e- Government initiatives developed and implemented Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ Reports 4 Reports 4 Reports None None Annual review of Internet and Intranet Websites One (1) e Government systems developed and implemented Annual Review of Internet and Intranet Websites One (1) e Government systems developed and implemented Annual Review of Internet and Intranet Websites One (1) e Government systems developed and implemented None None Comment on deviations None None 36

38 Performance Indicator Number of IT policies, strategies and plans reviewed. Number of departmental workshop to educate officials about their information security and privacy protection responsibilities. Reports on Average turnaround time in days for resolving Helpdesk calls received Reports on number of Departments provided with technical support services Average percentage network uptime and availability as per SITA SLA Four (4) quarterly Departmental IT Steering Committee Meeting and Provincial GITO Minutes Achievement 2014/2015 Four (4) IT documents (Policies, Strategies and Plans) Reviewed annually One (1) departmental workshop to educate officials about their information security and privacy protection responsibilities 4 Reports on 98% LAN uptime Planned Target 2015/2016 Four (4) IT documents (Policies, Strategies and Plans) Reviewed annually One (1) departmental workshop to educate officials about their information security and privacy protection responsibilities 4 Reports on 98% LAN uptime Achievement 2015/2016 Four (4) IT documents (Policies, Strategies and Plans) Reviewed annually One (1) departmental workshop to educate officials about their information security and privacy protection responsibilities 4 Reports on 98% LAN uptime Deviation from planned target to Achievement for 2015/2016 None None None Comment on deviations None None None New indicator 4 Reports 4 Reports None None New indicator 4 Reports on 95% WAN uptime New indicator 4 Quarterly Minutes 4 Provincial GITO Minutes 4 Reports on 95% WAN uptime 4 Quarterly Minutes 4 Provincial GITO Minutes In the year under review, the IT unit provided support to all twelve departments related to ed (Groupwise), antivirus updates, patch management, Novell Server commissioning, desktop support, hardware and peripheral technology support resolving 2076 faults. Both the WAN and LAN (Wide Area Network and Local Area Network) uptime was at 100%. Added to that, was also the installation and commissioning of 195 data and 120 voice points for the relocation of staff from Templar Building to JW Sauer Building. None None None None 37

39 In terms of IT Governance (MPAT 1.5) the province has met compliance requirements with 5 Departments scoring 4 and seven scoring 3. The Office of the Premier attained a score of 4. A provincial Broadband Steering Committee was established. The Unit developed a Broadband proposal to lobby funds for broadband infrastructure for citizens. A Technology Study Tour to Germany (funded by Telkom) as well as the GovTech 2015 Conference was attended to understand technology trends and best practices. Reports were compiled accordingly. To implement an effective and efficient automated solution for the Public Service Trainer Forum Conference, the Unit developed a website and an online registration system with functionality to verify payments and produce automated responses, amongst others. The Departmental Intranet website was reviewed and aligned to the Minimum content required for all departmental websites as prescribed by the POLICY GUIDELINES FOR SOUTH AFRICAN GOVERNMENT WEBSITES. Finally the year under review, the unit managed and supported five Thusong Service Centers in the Province Communication Services Performance Indicator A provincial communications framework and communications system developed and approved. Reports on Communicating Government initiatives informing the public on critical decisions that affect the people on a monthly basis. Achievement 2014/2015 Develop 5 year Communications Framework Planned Target 2015/2016 Develop 5 year Communications Framework Achievement 2015/2016 Developed 5 year Provincial Communication Strategy Framework Deviation from planned target to Achievement for 2015/2016 None Comment on deviations None 5 reports 4 reports 4 Reports None None The Provincial Communications Framework was developed in collaboration with all provincial departments and approved by the Executive Council. The 2016 Local Government Communication Strategy was presented to and endorsed by Executive Council (EXCO) and Premier s Inter-Governmental Relations Forum (PIGF). Some of the Provincial Government s decisions, activities and events supported through Communications include: State of the Province Address 2015 China/RSA Friendship week Handing over of computer lab in Grobelaarshoop Renaming of department of Roads and Public Works Provincial Head Office 16 Days of No Violence against women and children Men s Summit World Aids Day The Northern Cape Province consistently attained an average of 95% resolution rate of cases registered with the Presidential Hotline, a rating regarded as one of the best in the country. 38

40 2.4 LEGAL SERVICES Performance Indicator Number of reports on Premier, Executive Council and Heads of Departments with Regards to the status of Provincial Legal Services Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ Reports 4 Reports 4 Reports None None Comment on deviations The Provincial Legal Service Policy have been approved subsequent to the necessary consultation processes. The Office of the Premier provided legal support in terms of contracts related to, amongst others, the following: Bloodhound Programme Limited; Mme Re Ka Thusa; Premier s Bursary Trust Fund; and UNAIDS and the Northern Cape Provincial Government The unit responded to requests for legal opinion from various departments, in particular from the Department of Environment and Nature Conservation. Environmental appeals featured prominently in a number of opinions. During the period under review, a proclamation on determination of salaries of Public Office Bearers was drafted. The Proclamation was duly signed by the Premier and gazetted accordingly. 2.5 PROGRAMME SUPPORT Performance Indicator Number of Outcome 12 Implementation Reports Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/ reports 4 Reports None Deviation from planned target to Achievement for 2015/2016 Comment on deviations The Office of the Premier, as the lead department for the coordination of Outcome 12, has developed progress reports over the period under review, to support the implementation of Government s Medium Term Strategic Framework (MTSF) The Executive through the Governance and Administration Cluster, was supported in monitoring the implementation of the MTSF through the processing of reports through the Governance and Administration Technical Cluster. The Technical Cluster further provided technical support with regards to the processing of the Programme of Action of Government for the period under review. The coordination of the implementation of Outcome 12 was further enhanced through the establishment of the Outcome 12 Implementation Forum that brings together all delivery partners of Outcome

41 PROGRAMME 3: POLICY AND GOVERNANCE 40

42 PROGRAMME 3: POLICY AND GOVERNANCE PURPOSE The purpose of this program is to strategically manage policies and strategies throughout the province towards the achievement of sustainable provincial growth and development and monitoring and evaluation of Government Programme of Action and PGDS. SUB-PROGRAMMES 3.1 Intergovernmental Relations 3.2 Monitoring & Evaluation 3.3 Provincial Policy Management Special Programmes Policy Coordination, Research and Development Development Planning 3.4. Programme support Strategic Objective: Facilitate the implementation of the Government Programme of Action aligned to the NDP vision 2030 and the MTSF Programme Name: Policy and Governance Strategic Objective Performance Indicator Achievement 2014/2015 Planned Target 2015/2016 Reviewed Provincial Growth and Development Strategy (PGDS) Reviewed Provincial Spatial Development Framework (PSDF) Approved Programme of Action Provincial Monitoring and Evaluation framework - Implementation of PGDS - Implementation plan developed Achievement 2015/2016 PGDS not reviewed PSDF not reviewed - Implementation Implementation of approved Programme of Action monitored. - Implementation M&E Framework not finalised Deviation from planned target to Achievement for 2015/2016 Progress report on the development of the Provincial Growth and Development Plan. Progress report on the review of the Provincial Spatial Development Framework. A draft Provincial Monitoring and Evaluation Framework has been completed Comment on deviations Review not concluded due to finalisation of processes relating to role clarification. Review not concluded due to finalisation of processes relating to role clarification. Not finalised due to capacity constraints. 41

43 Programme Name: Policy and Governance Strategic Objective Performance Indicator Achievement 2014/2015 Planned Target 2015/2016 Provincial Evaluation Plan Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ Implementation Not Finalised A draft Provincial Monitoring and Evaluation Framework has been completed. Comment on deviations Dependent on the finalisation of the framework. 3.1 INTERGOVERNMENTAL RELATIONS Performance Indicator No. of reports on Premier s Intergovernmental Forum (PIGF) and Premiers Intergovernmental Technical structure engagements. Administrative support for Technical PIGF and Premier s Intergovernmental Forum Report Number of reports on international activities (both out/ inbound) Number of reports on engagements to facilitate Officials Donor Assistance (ODA) funding Number of reports on Protocol activities and ceremonial events Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ reports 4 reports 4 Reports None None 5 reports 4 reports 4 Reports None None 5 reports 4 reports 4 Reports None None 5 reports 4 reports 4 Reports None None Comment on deviations The Intergovernmental Relation Unit (IGR) is entrusted with the responsibility to promote and manage intergovernmental relations, facilitate sound and effective International relations, render Professional Protocol services as well as solicit and sourcing development assistance (ODA). More specifically, it must coordinate the work of the three spheres of government in a coherent and integrated manner to enhance service delivery towards our communities. 42

44 The Key highlights for the year were the following: The hosting of the South African Ambassadors Designate in the Province; Providing Professional Protocol services during the State of the Province Address (SOPA); The South Africa and China Friendship Week (Hunan Chinese Delegation); Public Sector Trainers Forum Conference; Annual trip to Cuba which Is part of the Mandela/Castro Medical Programme Agreement; Official visit to Cuba for the recruitment of Cuban Technical Advisors; Attendance of the 21st session of the COP21 Conference in Paris; and Delegates from the Provincial AIDS Council to attend the 18th International Conference in Harare. 3.2 MONITORING & EVALUATION Performance Indicator Number of advisory services provided and supported on the implementation of Monitoring and Evaluation Frameworks and plans in all departments and municipalities. Number of coordinated, executed and monitored Performance Evaluations and Impact Studies on Service Delivery, Programme Performance and Policy implementation Number of coordinated and monitored reports on the implementation of Management Performance Assessment Tool (MPAT). Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ Reports 4 Reports 4 Reports None None 5 Reports 4 Reports 4 Reports None None 5 Reports 4 Reports 4 Reports None None Comment on deviations 43

45 Performance Indicator Number of Reports on frontline service delivery monitoring as well as follow up reports on the implementation of recommendations. Report(s) on the Implementation of the Citizen Based Monitoring Number of reports on the War on Poverty referrals monitoring Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ Reports 13 Reports 13 Reports None None 5 Reports 4 Reports 4 Reports None None 5 Reports 4 Reports 4 Reports None None For the year under review, the unit achieved the following: Comment on deviations To improve the co-ordination of Monitoring and Evaluation within the Province. A Draft Provincial Monitoring and Evaluation Framework has been completed and is being consulted on for finalisation. Performance Evaluations and Impact Studies on Service Delivery were performed in consultation with the Department of Planning, Monitoring and Evaluation (DPME). This included: Liaison with provincial departments to establish their plans, programmes and policies as it relates to evaluations and impact studies. A Quality Assessment of the Evaluation report for Child and Maternal Health was concluded by an independent assessor through DPME and was submitted to the Department of Health. Introductory meetings were held with stakeholder departments to discuss the concept for the second Provincial Evaluation on the relationship between the Premiers Bursary Trust Fund and Employment Growth. Thereafter, numerous engagements were held with the Premier s Bursary Trust Fund. A series of workshops conducted by the DPME were held with regards to the methodology of evaluations and the development of departmental Evaluation Plans. A draft Departmental Evaluation Plan was developed based on the guidelines from the DPME The Department of Planning, Monitoring and Evaluation (DPME) in the Presidency in conjunction with Office of the Premier piloted a Citizen Based Monitoring Programme in Batlharos where sector Departments were invited to a community engagement session where they assessed the level of services they received from Sector Departments, their satisfaction on how services are rendered and possible solutions were drawn from these engagements. 44

46 3.3 SPECIAL PROGRAMMES Performance Indicator Quarterly reports on the implementation of the integrated mainstreaming strategy of Special Programmes Quarterly reports on the implementation of the Provincial Programme of Action for Special Programmes Quarterly reports on desktop studies completed based on the M&E results Quarterly reports on the partnership agreement Quarterly reports on inter and intra governmental forums held on target groups Quarterly reports on the annual capacity building schedule Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ Reports 4 Reports 4 Reports None None 5 Reports 4 Reports 4 Reports None None 5 Reports 4 Reports 4 Reports None None 5 Reports 4 Reports 4 Reports None None 5 Reports 4 Reports 4 Reports None None 5 Reports 4 Reports 4 Reports None None Comment on deviations Implementation of the Provincial Plan of Action As a working document, the following is achieved in terms of Provincial Plan of Action: The Provincial Plan of Action for Children is in its final draft stage and has been submitted for approval. The Office on the Status for Persons with Disabilities is about to finalise the Provincial Programme of Action. OSPD and ORC successfully conducted a Roundtable Discussion on Access to Justice for Persons with Disabilities the resolutions of the Roundtable discussions will be rolled out from 2016/17 as part of OSPD Programme of Action. Successful child participation programmes were conducted which provided children with public speaking skills, produced Provincial Child Ambassador who was trained in development of a strategy and an annual plan to implement with regards to Nation Building and Social Cohesion. Consultation were undertook with the Disabled People s Organisations to monitor progress made on the resolution of the Parliament conducted in 2014 as well to prepare for the disability rights months of Through the mainstreaming efforts of ORC, for the first time the office had access to the Provincial Programme of Action reports to analyse for children s rights delivery progress in line with the 14 Outcomes. ORC successfully mainstreamed CR monitoring, most of the CR indicators which are contained in the Provincial Plan of Action for Children are reflected in the Social Protection, Community development and Crime Prevention technical cluster section of the Provincial Programme of Action for 2016/17. 45

47 The Office on the Status of Persons with Disabilities and the Office on the Rights of the Child mainstreamed rights delivery of the said targeted groups into the IDP s of JTG District Municipality and that resulted into strengthening of the District Forum during the Launch of the Disability Month and the establishment of the District Children s Rights Machinery. In terms of transforming the Society and Uniting the Country, which is outcome 14, ORC and OSPD conducted and facilitated successful child participation programmes through the Nelson Mandela Children s Parliament and celebrated the National Disability Rights Day by means of a disability parade respectively. In terms of partnership agreements, OSPD and ORC identified NGO s to partner with, although there is no formal MOU, the offices partnered with AUTISM SA and Debating South Africa respectively. Programmes were conducted by both offices with the identified partners. 3.4 PROVINCIAL POLICY MANAGEMENT Policy Coordination, Research and Development Performance Indicator Number of reports on coordination of policies and ensuring compliance Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ Reports 4 Reports 4 Reports None None Comment on deviations The unit coordinated and submitted the Annual Performance Plan 2016/17 on time. Submitted Quarterly Performance Information reports as per the prescribed framework and guidelines Development Planning Performance Indicator Number of reports on the implementation of Spatial Planning Land Use Management Act (2013) Number of reports on the Implementation of National development Plan and Provincial Growth and Development Strategy Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ Reports 4 Reports 4 Reports None None Comment on deviations 5 Reports 4 Reports 4 Reports None None 46

48 Performance Indicator Number of reports on the implementation and Development of the Renewable Energy Sector in the Northern Cape Number of research reports completed to improve Growth and Development in the Province Achievement 2014/2015 Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ Reports 4 Reports 4 Reports None None 5 Reports 4 Reports 4 Reports None None Comment on deviations The Unit provided leadership and support to all structures to contribute towards the achievement of the development targets set out in the National Development Plan. The unit also played an essential role in coordinating different strategic Programmes such as renewable energy and the implementation of Spatial Planning Land Use Management Act of Development of Provincial Growth and Development Plan Vision 2030 The Provincial Planning Forum was established in 2015 and was mandated to act as the custodian of the crafting of the Northern Cape Growth and Development Agenda, and to act in the interests of achieving the objectives as set out by the Provincial Growth and Development Plan Vision A comprehensive Project plan for the development of the Provincial Growth and Development Plan Vision 2030, to see how the plan could be developed internally, utilising dedicated expertise across government to finalise a Vision 2030 for the Province. It is anticipated that the project would take 2 years to complete. Public consultation was also identified as one of the critical success factors, in ensuring ownership of a shared Vision 2030 for the Province. Therefore the Office of the Premier took the Project plan through a thorough public consultation process in the financial year whereby the project plan was presented for comments and inputs at the three technical clusters. The Office of the Premier with the support of the Department of Economic Development and Tourism also went on District engagements from 1 March March Renewable Energy Executive Council prioritised the energy sector because more than 60% of REIPP Programme projects were approved in the Province and it is critical to ensure that the people of the Northern Cape benefit in terms of localisation opportunities. Employment for SA Citizens including people from Local communities where IPPs are benefitted from jobs opportunities in the Northern Cape estimated to be jobs as at the end of September Estimated or 37% of these new employment opportunities have been retained within local communities (in the province) associated with the respective IPP plants. To date, the opportunities for people from local communities (NC) have significantly exceeded expectations, achieving 83.6% of what is planned across all 5 BWs. 47

49 3.5. PROGRAMME SUPPORT Performance Indicator Number of quarterly reports on Outcomes Performance Management Number of quarterly nerve centre reports Number of Programme support reports Number of Batho Pele institutionalised and Service Delivery Reports Number of reports on the submission of strategic documents and credible monitoring process thereof Achievement 2014/2015 Co-ordination of the Programme of Action Planned Target 2015/2016 Achievement 2015/2016 Deviation from planned target to Achievement for 2015/ Reports 5 Reports 5 Reports None None 5 Reports 4 Reports 4 Reports None None 5 Reports 4 Reports 4 Reports None None 5 Reports 4 Reports 4 Reports None None New indicator 4 Reports 4 Reports None None Comment on deviations Provided support and guidance to all Outcomes lead departments / Outcomes co-ordinators on the development of the Programme of Action for 2015/16 thr ough consultation sessions. Programme of Action for the 2015/16 financial year was developed and approved by EXCO. A Reporting guideline for the Programme of Action was developed to improve co-ordination of quarterly reporting on the Programme of Action. Quarterly reporting tool and template developed for application and use by all departments, thus improving uniformity and co-ordination of reporting. Performance monitoring concluded for Quarters 1-3 of the 2015/16 financial year for the Programme of Action highlighting the overall performance rating for an outcome for each quarter as well as challenges and areas that require improvement in performance. Quarter 1-3 Programme of Action progress reports were consolidated and presented to the provincial cluster reporting structures for further consideration and approval. Began the process of the review of the Programme of Action for the 2016/17 financial year. 48

50 Co-ordination of Strategic Plans, Annual Performance Plans and QPR Concluded the seamless transfer of the function of Performance Information from Provincial Treasury to the Office of the Premier. Ensured provincial co-ordination of the Performance Information processes and provided support and guidance to provincial departments on the development of the 2016/17 Annual Performance Plans ensuring adherence to planning guidelines and frameworks through: A provincial QPR workshop held on 3rd June 2015 to prepare for the 2015/16 QPR in accordance with DPME guidelines on quarterly performance reporting requirements. A provincial workshop was held on the August 2015 to prepare for the 2016/17 Annual Performance Plan review and considerations of Audit findings for 2014/15. Provincial workshop was held for Public Entities on 30 November Finalisation of provincial guidelines and circulars. Concluded the assessment of the 1st and 2nd draft of the 2016/17 Annual Performance Plans for all provincial departments and formal feedback provided. Consultative feedback sessions held with all provincial departments on the assessment of the 1st and 2nd draft Annual Performance Plans of 2016/17. Verification of QPR preliminary and final data sets concluded for all provincial departments before submission to the Department of Planning, Monitoring and Evaluation. Co-ordinated the submission of the quarters 1-3 QPR model reports and submission of data files for all provincial departments to the Department of Planning, Monitoring and Evaluation in accordance with the QPR guidelines/ schedules issued by DPME. Verification of tables for publication by DPME of performance information for three sectors: Agriculture, Social Development and Health was facilitated for quarters 1-3 and further published on the Office of the Premier website. Provide feedback to departments on the quality of their Service Delivery Improvement Plans. Coordinated the Service Delivery Improvement Plan process through the following activities: Meetings; and Workshops 49

51 4.1 Strategy to overcome areas of under performance The Office of The Premier has an approved Planning and Performance Management Policy that guides the process of compiling quarterly performance reports which are compiled at Sub-Programme and Programme levels. The verification thereof as first level verification is coordinated at a Programme level before submission to Policy and Planning for second level verification and consolidation of the quarterly performance. Through these processes of verification, any areas of underperformance are monitored and managed through the application of remedial measures. 4.2 Changes to planned targets Targets have not been changed during this reporting period. 4.3 Linking performance with budgets Sub-Programme Name Final 2015/ /2015 Expenditure (Over)/ Under Expenditure Final Expenditure (Over)/ Under Expenditure (R 000) (R 000) (R 000) (R 000) (R 000) (R 000) Premier Support 21,709 21,709-17,290 17,290 - Executive Council 6,214 6,214-7,081 7,081 - Director General 24,174 24,174-30,668 30, Support Financial Management 41,147 41,147-32,432 32,432 - Programme 1 93,154 93,154-87,471 87, Strategic Human 47,445 47,445-42,406 42,406 - Resources ICT 11,668 10,410 1,258 10,926 10,926 - Legal Services 5,963 5,963-5,448 5,448 - Communications 9,608 9,608-10,419 10,419 - Programme Support 2,295 2,295-2,502 2,502 - Programme 2 76,979 75,721 1,258 71,701 71,701 - Special Programmes 13,798 13,798-13,625 13,625 - IGR 2,671 2,671-1,746 1,746 - Provincial Policy 18,920 18,920-17,075 17,705 - Management Programme Support 6,000 3,834 2,166 3,181 3,181 - Programme 3 41,389 39,223 2,166 35,627 35,627-50

52 B.5 Transfer Payments 5.1. Transfer payments to Public Entities SABC R Transfer payments to all organisations other than public entities The table below reflects the transfer payments made for the period 1 April 2015 to 31 March 2016 Name of Transferee Type of organisation Purpose for which the funds were used Did dept. comply with section 38 (1) (j) of the PFMA Amount transferred (R 000) Amount spent by the entity Reason for the funds unspent by the entity Premier s Bursary Trust Fund Trust Study loans for students Yes 14,440 14,440 - Mme Re Ka Thusa Trust Financial assistance for previously disadvantaged women to empower them to become economically active Yes 4,222 4,222 B.6 Conditional Grants 6.1. Conditional grants and earmarked funds paid The Office of the Premier did not pay any conditional grants and earmarked funds for the 2015/2016 financial year Conditional grants and earmarked funds received The Office of the Premier did not receive conditional grants nor earmarked funds for the 2015/2016 financial year. B.7 Donor Funds 7.1. Donor Funds Received The Office of the Premier did not receive any donor funds and earmarked funds for the 2015/2016 financial year. 51

53 B.8 Capital Investment Capital investment, maintenance and asset management plan Refer to Note 4.5 under Notes to the annual financial statements for maintenance appropriated and expended during the financial year. The user asset management plan was compiled and approved for 2015/16 financial year. Infrastructure projects New and replacement assets Existing infrastructure assets Upgrades and additions Rehabilitation, renovations and refurbishments Maintenance and repairs Infrastructure transfer Final R / /2015 Expenditure R 000 (Over)/Under Expenditure R Final R 000 Expenditure R 000 (Over)/Under Expenditure R Current Capital Total

54 PART c: Governance 53

55 C.1 Introduction The office of the Premier has committed itself to maintain the highest standards of governance. This includes the prudent management of public finances and resources, as it would give the necessary assurance that the Office of the Premier has good governance structures in place to effectively, efficiently and economically utilize the state resources, which is funded by the tax payer. C.2 Risk Management The Office of the Premier has a risk management committee in place that was appointed by the Accounting Officer in writing. The committee consists of Executive Managers of the department, Provincial Treasury Risk Management Support, Internal Auditors and is chaired by an external independent chairperson, as required by the Public Sector Risk Management Framework. A risk assessment was performed during the 2015/16 financial period. The risk register was updated with the new and emerging risks, where after it was endorsed by the risk management committee and approved by the Accounting Officer. All the risks within the risk register were properly mitigated, upon which the risk manager reported progress on the mitigation plan to the risk management committee and audit committee. This reporting occurred on a quarterly basis. A total of 4 risk management committee meetings convened during the financial period under review as required by the risk management committee charter on the following dates:- Date 14 July December February March 2016 C.3 Fraud and Corruption The Office of the Premier has an approved Anti-Corruption Strategy; an Anti-Corruption & Whistle- Blowing Policy; and an Anti-Corruption & Fraud Management Plan. The aim of the plan is to give effect to the Anti-Corruption and Whistle-Blowing policy and strategy and to provide for best practice in an endeavour to eliminate the occurrence of fraud and corruption. The Anti-Corruption & Whistle-Blowing Policy outlines the channels for reporting allegations of fraud and potential corruption. The department encourages all public servants to report suspected fraud and corruption anonymously through awareness sessions and provincial workshops. The department protects all employees who blow the whistle on fraud and potential corruption. Suspected fraud or corruption are reported directly to the office of the Accounting Officer and such cases are recorded in a register and immediately referred to the Anti-Corruption Officer for investigation. The Office of the Premier has no reported cases of fraud or corruption for the year under review. C.4 Minimising Conflict of Interest Bid committee members declare their interest for each bid committee meeting. Senior managers and supply chain management officials disclose their business interests on an annual basis and this is noted by the Executing Authority. Noted declarations are forwarded to the Public Service Commission for compliance. 54

56 C.5 Code of Conduct CODE OF CONDUCT IN THE WORKPLACE The Department has adopted and adheres to the Public Service Code of Conduct including the Public Service Charter. This is part of ensuring that all employees adhere to the principles enshrined in both documents and commit to delivering quality public service. BRIEF DESCRIPTION AND NATURE OF CODE OF CONDUCT/ETHICS The Public Service Code of Conduct and the Public Service Charter act as a guideline to employees as to what is expected of them from an ethical point. THE EFFECT IT HAS ON THE DEPARTMENT Both the Public Service Code of Conduct and the Public Service Charter act as a guideline to employees as to what is expected of them from an ethical point of view, both in their individual conduct and their relationship with the public. As a result of continuous awareness promotion, a significant reduction in incidents of misconduct has been observed. ADHERING TO THE PUBLIC SERVICE CODE OF CONDUCT AND SERVICE CHARTER Information sessions are conducted on a quarterly basis as part of promoting a high standard of professional ethics in the workplace and to encourage public servants to think and behave ethically. THE PROCESS FOLLOWED FOR THE BREACH OF CODE OF CONDUCT An employee shall be guilty of misconduct in terms of Section 20 (t) of the Public Service Act, 1994, and may be dealt with in accordance with the relevant sections of the Act if he/she contravenes any provision of the code of conduct or fails to comply with any provision thereof. C.6 Health Safety and Environmental Issues The Office of the Premier has a Safety, Health, Environment, Risk and Quality (SHERQ) Management Policy in place. The policy commits the office to the safety of employees, that of citizens and the sustainability of a healthy and safe work environment. It further highlights the importance of SHERQ in enhancing governance in general and the improvement of public servants health and wellness in particular. The office further conducts its affairs in an accountable, responsible, transparent and sustainable manner as decent citizens to promote the health and wellness of employees and the quality of services delivered to clients guided by a human rights culture. Implementation of the governance of the health, safety and environmental issues is managed through the departmental health and safety committee guided by the occupational health and safety standards setting organizations. The Office of the Premier has further approved a Smoke-free Workplace Policy to create a smoke free environment in order to protect employees and citizens entering the premises. C.7 Portfolio Committees The department appeared before the Standing Committee on the Premier s Affairs during the financial year to present the 2014/15 annual report, 2015/2016 annual performance plan, and the quarterly performance reports for the 2015/16 financial year. The department submitted detailed reports on the implementation of recommendations of the Standing Committee on the Premier s Affairs during the financial year under review. 55

57 C.8 SCOPA Resolutions Resolution No. Resolution 1 Subject Response by the department Resolved (Yes/ No) Management should defer irregular expenditure by ensuring that goods and services procured comply with supply chain management laws and regulations In previous financial years, irregular expenditure was mainly attributed to the unique nature of our business operating environment such as impracticalities, emergencies, services in remote areas e.t.c. The Office of the Premier (OTP) experienced challenges during the audit process in that Supplier Chain Management (SCM) deviations were not always admissible by the external auditors resulting adjustments to the financial statements. To rectify the aforementioned challenge, an agreement was reached between OTP and Auditor-General South Africa (AGSA) in August 2015 for quarterly audits to be performed by AG on transactions where it was impractical or there was an emergency that gave hindrance to OTP conforming to SCM due processes. The Accounting Officer (Director General) made a commitment to compile and submit a lead schedule of all documented approved SCM deviations per the affected transaction to the AGSA for quarterly audits on SCM deviations. On receipt of the notification and lead schedule from OTP, AGSA committed to conduct the aforesaid quarterly audits and report to the Premier as well as the Director General on a quarterly basis on the outcomes of those quarterly audits. Emanating from the aforementioned plans, three quarterly special audits relating to 2015/16 financial year had already been conducted by AGSA to audit the adequacy and admissibility of the SCM deviations. AGSA was satisfied with the adequacy of deviations for the first, second and third quarter audits. Yes C.9 Prior modifications to audit reports None 56

58 C.10 Internal Control Unit The Office of the Premier does not have a separate Internal control Unit. However, preventative, detective and management controls are embedded in Office of the Premier s organization-wide business processes for execution by the line function officials. There was no material breakdown of internal controls during the year under review. The internal control environment was sound. C.11 Internal Audit and Audit Committees INTERNAL AUDIT Key activities and objectives of the internal audit The Executive Council of the Northern Cape Provincial Government has established a Shared Provincial Internal Audit Unit (PIAU) to provide internal audit services to all 12 departments within the province. The shared PIAU is divided into 4 clusters, Office of the Premier being serviced by the PIAU - Health Cluster. The PIAU is an independent, objective assurance and consulting activity designed to add value and improve the client s operations. The following internal audit work was completed during the year under review: Annual Financial Statements review Asset management Audit of Performance Information Fleet management and rented vehicle controls Fraud Risk evaluation Governance structures, Ethics and Code of Conduct Information Technology Governance review Interim Financial Statements review Management Performance Assessment Tool certification Quarterly follow up on audit rectification plans Records management Supply Chain Management Transfer payment controls Verification of delegations The internal audit unit also attended and contributed to the departmental risk management committee meetings and ad hoc management meetings as and when requested. 57

59 AUDIT COMMITTEE Key activities and objectives of the audit committee: The Executive Council of the Northern Cape Provincial Government has established Cluster Audit Committees for the 12 Provincial Departments. The Health Cluster Audit Committee deals with 3 departments including the Office of the Premier. The Audit Committee assists the department by providing advice relating to the reporting process, the system of internal control, the risk management processes, the internal and external audit process and the departments processes for monitoring compliance with laws and regulations and the code of conduct. The Audit Committee consists of the members listed below. It meets as frequent as mandated by the approved Audit Committee charter and as often as it deems necessary. During the financial year under review, 4 meetings were convened as per its charter with an additional meeting convened to discuss rectification plan status of implementation. The table below discloses relevant information on the audit committee members up to 31 March 2016: Name Qualifications Internal or external Bongani Ngqola Frans van Der Westhuizen Charles Motau Bafedile Lenkoe Phemelo Kegakilwe If internal, position in the depart ment Date appoin ted Date Resign ed Post Graduate Diploma in Business Management, Certified Information Systems Auditor (CISA), Higher Diploma in Computer Auditing, Bachelor of Commerce (Information Systems) External n/a 2 Dec 2014 n/a 4 LLB, B Iuris, Dip Iuris External n/a 2 Dec 2014 n/a 5 B Com (Accounting and Economics), Higher Diploma in Computer auditing, Masters Degree in Business Leadership and Masters Degree in Information Technology Magister in public administration (MPA) Bachelor of Veterinary Medicine and Surgery External n/a 12 Dec 2014 n/a 5 Internal Chief Director 12 Dec 2014 n/a 1 Internal Acting Chief Director 12 Dec 2014 n/a 2 No. of Meetings attended 58

60 C.12 Audit Committee Report Report of the Audit Committee We are pleased to present our report for the financial year ended 31 March The Audit Committee wants to recognize and comment the Premier, Director General for the department and Office of the Premier staff for attaining the unqualified audit opinion with no findings audit outcome. Audit Committee Responsibility The Audit Committee reports that it has complied with its responsibilities arising from Section 38 (1) (a) (ii) of the Public Finance Management Act and Treasury Regulation The Audit Committee also reports that it has adopted appropriate formal terms of reference as its Audit Committee Charter, has regulated its affairs in compliance with this charter and has discharged all its responsibilities as contained therein. The Effectiveness of Internal Control The Department maintained the good system of internal control during the year under review resulting in them improving their external audit outcome to an unqualified opinion with no findings. Internal Audit The internal audit function carries its mandate according to the Internal Audit charter approved by the Audit Committee and in line with the Standards of Professional Practice in Internal Auditing. Internal Audit function is responsible for an independent and objective evaluation of the system of internal control. The Audit Committee notes with satisfaction the independence and objectivity of Internal Audit function. Internal Audit function performed, completed and reported all audit projects as per the internal audit operational plan approved by the Audit Committee. To the satisfaction of the Audit Committee, the Internal audit function has provided assurance on the adequacy and effectiveness of controls, advisory services to management and management committees, and consulting services, in the form of special and ad-hoc assignments to the Audit Committee. Risk management The departmental has an established risk management process, the process is still being improved in order to be reliable, adequate and effective. The Department has successfully implemented Audit Committee recommendations. In-Year Management and Monthly/Quarterly Report The Audit Committee has considered and reviewed the quarterly management reports including performance information throughout the year as part of reviewing internal controls. The Audit Committee noted that the Department has been achieving its quarterly targets. The department has been reporting monthly and quarterly to the relevant Treasury as is required by the PFMA. 59

61 Evaluation of Financial Statements Audit Committee has reviewed the annual financial statements prepared and has accepted the explanations provided by the department. Auditor-General s Report We have reviewed the department s implementation plan for audit issues raised in the previous year and we are satisfied that the matters have been adequately resolved. The Audit Committee concurs and accepts the conclusions of the Auditor-General on the annual financial statements and is of the opinion that the audited annual financial statements be accepted and read together with the report of the Auditor-General. The Audit Committee is satisfied with the independence of the External Auditor from the department and the commitment to keep Audit Committee informed on the audit affairs of the Department. Bongani Ngqola Chairperson of the Audit Committee Office of the Premier 8 August

62 PART D: Human Resource Management 61

63 d.1 LEGISLATION THAT GOVERN HUMAN RESOURCES MANAGEMENT The information provided in this part is prescribed by the Public Service Regulation (Chapter 1, Part III J.3 and J.4). In addition to the Public Service Regulations, 2001 (as amended on 30 July 2012), the following prescripts directs Human Resource Management within the Public Service: Public Service Act 1994, as amended by Act 30 of 2007; Occupational Health and Safety Act 85 of 1993; Labour Relations Act 6 of 1995; Basic Conditions of Employment Act 75 of 1997; Skills Development Act 97 of 1998; Employment Equity Act 55 of 1998; Public Finance Management Act 1 of 1999; Skills Development Levy Act 9 of 1999; Promotion of Access to Information Act 2 of 2000 and; Promotion of Administrative Justice Act 3 of 2000 D.2 Introduction Human Capital is a valued asset and human resources are a key element to the success of the Northern Cape Government Administration. The main HR priorities included the following: Employment Equity; Training and Development; Employee Health and Wellness; and Organisational Design The highlighted priorities were aimed at building a workforce geared to deliver on the strategic objectives of the department, which have been progressively expanding and placing new demands in terms of performance and requisite skills. D.3 Human Resources Oversight Statistics 3.1. Personnel related expenditure The following tables summarises the final audited personnel related expenditure by programme and by salary bands. In particular, it provides an indication of the following: amount spent on personnel amount spent on salaries, overtime, homeowner s allowances and medical aid 62

64 Table Personnel expenditure by programme for the period 1 April 2015 and 31 March 2016 Programme Total expenditure (R 000) Personnel expenditure (R 000) Training expenditure (R 000) Professional and special services expenditure (R 000) Personnel expenditure as a % of total expenditure Average personnel Cost per Employee (R 000) Administration 93,154 44, % 175 Institutional 75,721 46, % 181 Development Policy and 39,223 24, % 96 Governance TOTAL 208, , % 452 Table Personnel costs by salary band for the period 1 April 2015 and 31 March 2016 Salary Bands Personnel expenditure % of total personnel cost No. of employees Average personnel cost per employee (R 000) (R 000) Skilled (Level 3-5) 12,692 11% Highly Skilled Production (Level 6-8) 18,794 16% Highly Skilled Supervision (Level 9-12) 47,090 41% Senior Management (level 13-16) 36,857 32% 31 1,189 Periodical Remuneration 95 0% 1 95 Abnormal Appointment (Interns) 102 0% 4 26 TOTAL 115, Table Salaries, Overtime, Home Owners Allowance and Medical Aid by programme for the period 1 April 2015 and 31 March 2016 Programme Salaries Overtime Home Owners Allowance Amount (R 000) Salaries as % of personnel costs Amount (R 000) Overtime as % of personnel costs Amount (R 000) HOA as a % of personnel costs Amount (R 000) Medical Aid Medical aid as % of personnel costs Administration 30,432 68% % 1,358 3% 1, % Institutional Development 32,622 70% % 939 2% 1, % Policy and Governance 17,044 70% % % 1, % TOTAL 80,098 69% % 2, % 4, % 63

65 Table Salaries, Overtime, Home Owners Allowance and Medical Aid by salary band for the period 1 April 2015 and 31 March 2016 Salary bands Salaries Overtime Home Owners Allowance Medical Aid Amount (R 000) Salaries as % of personnel costs Amount (R 000) Overtime as % of personnel costs Amount (R 000) HOA as a % of personnel costs Amount (R 000) Medical aid as % of personnel costs Skilled (Level 3-5) 8, % % % 1, % Highly Skilled Production (Level 6-8) 12, % % % % Highly Skilled Supervision (Level 9-12) 32, % % % 2, % Senior Management (level 13-16) 27, % % % Periodical Remuneration Abnormal Appointment % TOTAL 80,098 69% % 2, % 4, % 3.2. Employment and Vacancies The table is this section summarise the positions with regards to employment and vacancies, the Following table summarise the number of posts on the establishment, the number of employees, the vacancy rate, and whether there are any staff that are additional to the establishment. This information is presented in terms of three key variables: Programme; Salary band; and Critical occupations (see definition in notes below) Departments have identified critical occupations that need to be monitored. In terms of current relations, it is possible to create a post on the establishment that can be occupied by more than one employee. Therefore, the vacancy rate reflects the percentage of posts that are not filled. Table Employment and vacancies by programme as on 31 March 2016 Programme Number of posts Number of posts filled Vacancy rate Number of posts filled additional to the establishment Administration % - Institutional Development % - Policy and Governance % - TOTAL % - 64

66 Table Employment and vacancies by salary band as on 31 March 2016 Salary band Number of posts on Approved Establishment Number of posts filled Vacancy rate Number of employees additional to the establishment Skilled (Level 3-5) % - Highly Skilled Production (Level 6-8) % - Highly Skilled Supervision (Level 9-12) % - Senior Management (level 13-16) % - TOTAL % - Table Employment and vacancies by critical occupations as on 31 March 2016 Critical occupations Number of posts Number of posts filled Vacancy Rate No of posts filled additional to the establishment Administrative related % - Client and information clerks/ switchboard/reception 3 3 0% - Communication and information related 2 2 0% - General Assistant and related 4 4 0% - Executive Authority 1 1 0% - Financial and Economics related % - Financial Clerks and credit conditions % - Food Services aids and waiters 9 9 0% - HR & Organisational Development & 0% - relate professionals HR Clerks and related 4 4 0% - Information Technology related 7 7 0% - Language practitioner 1 1 0% - Legal Admin and related professionals related % - Library mail and related clerks % - Messengers, porters and deliverers % - Psychologist and related 1 1 0% - Risk Management and security 2 2 0% - Secretaries and other keyboard operating clerks % - Security and related % - Senior Managers % - Technicians and associate professionals 1 1 0% - Top Manager % - TOTAL % - 65

67 3.3. Filling of SMS Posts The tables in this section provide information on employment and vacancies as it relates to members of the Senior Management Services by salary level. It also provide information on advertising and filling of SMS posts, reasons for not complying with prescribed timeframes and disciplinary steps taken. Table SMS post information as on 31 March 2016 SMS Level Total number of funded SMS posts Total number of SMS posts filled % of SMS posts filled Total number of SMS posts vacant % of SMS posts vacant Director General/Head % - 0% of Department Salary Level % - 0% Salary Level % 1 25% Salary Level % 1 14% Salary Level % 2 9% TOTAL % 4 11% Table SMS post information as on 30 September 2015 SMS Level Total number of funded SMS posts Total number of SMS posts filled % of SMS posts filled Total number of SMS posts vacant % of SMS posts vacant Director General/Head % - 0% of Department Salary Level % - 0% Salary Level % 1 25% Salary Level % - 0% Salary Level % 2 9% TOTAL % 3 11% Table Advertising and filling of SMS posts for the period 1 April 2015 and 31 March 2016 SMS Level Vacant Posts Advertised Director General/ Head of Department - - Salary Level Salary Level Salary Level Salary Level TOTAL 4 1 Table Reasons for not having compiled with the filling of funded vacant SMS Advertised within 6 months and filled within 12 months after becoming vacant for the period 1 April 2015 to 31 March 2016 Reasons for vacancies not advertised within six months The post as identified were advertised but due to the change to the DPSA Executive Protocol which came into effect 01 April 2015, this post had to be re-advertised 66

68 Reasons for vacancies not filled within twelve months Due to the re-advertisement of positions the recruitment process is still in progress Table Disciplinary steps taken for not complying with the prescribed timeframes for filling SMS posts within 12 months for the period 1 April 2015 to 31 March 2016 Reasons for vacancies not advertised within six months The post as identified were advertised but due to the change to the DPSA Executive Protocol which came into effect 01 April 2015, this post had to be re-advertised Reasons for vacancies not filled within twelve months Due to the re-advertisement of positions the recruitment process is still in progress 3.4 Job Evaluation Within a nationally determined framework, executing authorities may re-evaluate any job in his or her organisation. In terms of the Regulations all vacancies on salary level 9 and higher must be evaluated before they are filled. The following table summarises the number of jobs that were evaluated during the year under review. The table also provided statistics on the number of posts that were upgraded or downgraded. Table Job Evaluation by Salary band for the period 1 April 2015 and 31 March 2016 Salary Band Number of Posts on approved establishment Number of Jobs Evaluated % of Posts Evaluated Posts Upgraded Number % of Posts Evaluated Posts Downgraded Number % of Posts Evaluated Skilled (Levels 3-5), Permanent 71-0% Highly skilled production (Levels 6-8), Permanent 65-0% Highly skilled supervision (Levels 9-12), Permanent % Senior management (Levels 13-16), Permanent 35-0% TOTAL % Only one 1 job was evaluated during the reporting period, since the organisational structure of the Department was under review, with the result that a review of job profiles and job grading will still follow pending the outcome of this process. The one (1) job indicated was, however, evaluated to inform the appropriate grading level of the newly created posts of Deputy Director: Provincial Performance Information Management, as per the transfer of the function from the Provincial Treasury to the Office of the Premier. The following table provides a summary of the number of employees whose positions were upgraded due to their post being upgraded. The number employees might differ from the number of posts upgraded since not all employees are automatically absorbed into the new posts and some of the posts upgraded could also be vacant. 67

69 Table Profile of employees whose positions were upgraded due to their posts being upgraded for the period 1 April 2015 and 31 March 2016 Beneficiaries African Asian Coloured White Total Female Male TOTAL Employees with a Disability The following table summarises the number of cases where remuneration bands exceeded the grade determined by job evaluation. Reasons for the deviation are provided in each case. Table Employees with salary levels higher than those determined by job evaluation by occupation for the period 1 April 2015 and 31 March 2016 Occupation Number of employees Job evaluation level Remuneration level Reasons for deviation None - N/A N/A N/A Total - N/A N/A N/A Total Number of Employees whose salaries exceeded the level determined by job evaluation in 2010/2011 Percentage of Total Employment 0% The following table summarises the beneficiaries of the above in terms of race, gender, and disability. Table Profile of employees who have salary levels higher than those determined by job evaluation for the period 1 April 2015 and 31 March 2016 Beneficiaries African Asian Coloured White Total Female Male TOTAL Employees with a Disability 3.5. Employment Changes This section provided information on changes in employment over the financial year. Turnover rates provided an indication of trends in the employment profile of the department. The following tables provide a summary of turnover rates by salary band and critical occupations. Table Annual turnover rates by salary band for the period 1 April 2015 and 31 March 2016 Salary Band Number Of employees per band as on 01 April 2015 Appointments and transfers into the department Terminations and transfers out of the department Turnover rate Skilled (Level 3-5), Permanent % Highly Skilled Production (Level 6-8) Permanent % Highly Skilled Supervision (Level 9-12) Permanent % 68

70 Salary Band Number Of employees per band as on 01 April 2015 Appointments and transfers into the department Terminations and transfers out of the department Turnover rate Senior Management service Band A, Permanent % Senior Management service Band B, Permanent % Senior Management service Band C, Permanent 2 1-0% Senior Management service Band D, Permanent % TOTAL % Table Annual turnover rates by critical occupation for the period 1 April 2015 and 31 March 2016 Critical occupation Number of employees per occupation as on 1 April 2015 Appointments and transfers into the department Terminations and transfers out of the department Turnover rate Administrative related % General Assistant and related Client and information clerks/switchboard/ reception Communication and information related Executive Authority Financial and Economics related Financial Clerks and credit conditions % Food Services aids and waiters HR & Organisational Development & relate professionals % HR Clerks and related Information Technology related Language practitioner Legal Admin and related professionals related % Library mail and related clerks % Messengers, porters and deliverers % Psychologist and related Risk Management and security Secretaries and other keyboard operating clerks Security and related % Senior Managers % Technicians and associate professionals Top Manager TOTAL % 69

71 Table Reasons why staff left the department for the period 1 April 2015 and 31 March 2016 Termination Type Number % of total Resignations Resignation 8 73% Retirement 2 18% Transfers to other public Service Departments 1 9% Total % Total number of employees who left as a % of the total Employment. 11 of 257 4% Table Promotions by critical occupation for the period 1 April 2015 and 31 March 2016 Occupations Employees as on 1 April 2015 Promotions to another salary level Salary level promotions as a % of employees by occupation Progression to another notch within salary level Notch progression as a % of employees by occupation Administrative related % 43 60% General Assistant and related Client and information clerks/ switchboard/reception Communication and information related % Executive Authority Financial and Economics related % 9 82% Financial Clerks and credit conditions % Food Services aids and waiters % HR & Organisational Development & relate professionals % 25 64% HR Clerks and related % Information Technology related % Language practitioner % Legal Admin and related professionals related % Library mail and related clerks % 9 64% Messengers, porters and deliverers % Psychologist and related Risk Management and security % Secretaries and other keyboard operating clerks % Security and related % Senior Managers % 70

72 Occupations Employees as on 1 April 2015 Promotions to another salary level Salary level promotions as a % of employees by occupation Progression to another notch within salary level Notch progression as a % of employees by occupation Technicians and associate professionals Top Manager % TOTAL % % Table Promotions by salary band for the period 1 April 2015 and 31 March 2016 Salary Band Employees as at 1 April 2015 Promotions to another salary level Salary bands promotions as a % of employees by salary level Progressions to another notch within a salary level Notch progressions as a % of employees by salary band Skilled (Level 3-5), Permanent % 37 55% Highly skilled production (Level 6-8), Permanent % Highly skilled production (Level 9-12) % 50 58% Senior Management (Level 13-16), Permanent % TOTAL % % 3.6. Employment Equity Table Total number of employees (including employees with disabilities) in each of the following occupational categories as on 31 March 2016 Occupational Male Female categories (SASCO) African Coloured Indian White African Coloured Indian White Total Legislator, Senior Officials and Managers Professionals Technicians and Associate professionals Clerks Services and sales Workers Skilled agriculture and fishery workers

73 Occupational Male Female categories (SASCO) African Coloured Indian White African Coloured Indian White Total Craft and related trades workers Plant and machine operators and assemblers Elementary occupations TOTAL Employees with disabilities Table Total number of employees (including employees with disabilities) in each of the following occupational bands as on 31 March 2016 Male Female Occupational Bands African Coloured Indian White African Coloured Indian White Total Top Management Senior Management Professionally qualified and experienced specialists and midmanagement Skilled technical and academically qualified workers, Junior Management, Supervisors, foreman and superintendents Semi-skilled and discretionary decision making Unskilled and defined decision making TOTAL

74 Table Recruitment for the period 1 April 2015 to 31 March 2016 Occupational Bands Male Female African Coloured Indian White African Coloured Indian White Total Top Management Senior Management Professionally qualified and experienced specialists and midmanagement Skilled technical and academically qualified workers, Junior Management, Supervisors, foreman and superintendents Semi-skilled and discretionary decision making Unskilled and defined decision making TOTAL Employees with Disabilities Table Promotions for the period 1 April 2015 to 31 March 2016 Male Female Occupational Bands African Coloured Indian White African Coloured Indian White Total Top Management Senior Management Professionally qualified and experienced specialists and midmanagement Skilled technical and academically qualified workers, Junior Management, Supervisors, foreman and superintendents Semi-skilled and discretionary decision making Unskilled and defined decision making TOTAL Employees with Disabilities

75 Table Terminations for the period 1 April 2015 to 31 March 2016 Occupational Bands Male Female Total African Coloured Indian White African Coloured Indian White Top Management Senior Management Professionally qualified and experienced specialists and midmanagement Skilled technical and academically qualified workers, Junior Management, Supervisors, foreman and superintendents Semi-skilled and discretionary decision making Unskilled and defined decision making TOTAL Employees with Disabilities Table Disciplinary action for the period 1 April 2015 to 31 March 2016 Disciplinary action Male Female Total African Coloured Indian White African Coloured Indian White Total Table Skills development for the period 1 April 2015 to 31 March 2016 Occupational Categories Legislator, Senior Officials and Managers Male Female Total African Coloured Indian White African Coloured Indian White Professionals Technicians and Associate professionals Clerks Services and sales Workers Skilled agriculture and fishery workers Craft and related trades workers

76 Occupational Categories Plant and machine operators and assemblers Elementary occupations Male Female Total African Coloured Indian White African Coloured Indian White TOTAL Employees with Disabilities 3.7. Signing of Performance Agreements by SMS Members All members of the SMS must conclude and sign performance agreements within specific timeframes. Information regarding the signing of performance agreements by SMS members, the reasons for not complying within the prescribed timeframes and disciplinary steps taken is presented here. Table Signing of Performance Agreements by SMS members as on 31 July 2015 SMS Level Total number of funded SMS posts Total number of SMS members Total number of signed performance agreements Signed performance agreements as % of total number of SMS members Salary level Salary level Salary level Director General / Head of Department Total % Notes In the event of a National or Provincial election occurring within the first three months of a financial year all members of the SMS must conclude and sign their performance agreements for that financial year within three months following the month in which the elections took place. For example if elections took place in April, the reporting date in the heading of the table above should change to 31 July. Table Reasons for not having concluded Performance agreements for all SMS members as on 31 March 2016 Reasons There was uncertainty about the requirement for the position of Special Advisor to conclude a performance agreement. This matter has been clarified and performance agreement will finalised for 2016/17. Table Disciplinary steps taken against SMS members for not having concluded Performance agreements as on 31 March 2016 Reasons A warning letter was issued in terms the non-compliance. 75

77 3.8. Performance Rewards To encourage good performance, the department has granted the following performance rewards during the year under review. The information is presented in terms of race, gender, disability, salary bands and critical occupations (see definition in notes below). Table Performance Rewards by race, gender and disability for the period 1 April 2015 to 31 March 2016 Race and Gender Beneficiary Profile Cost Number of beneficiaries Number of employees % of total within group Cost (R 000) Average cost per employee (R 000) African, Female % 81 9 African, Male % Asian, Female % Asian, Male % 9 9 Coloured, Female - 2 0% - - Coloured, Male - 2 0% - - White Female, % White Male - 3 0% - - Employees with disability - 3 0% - - TOTAL % Table Performance Rewards by salary band for personnel below Senior Management Service for the period 1 April 2015 to 31 March 2016 Salary Bands Beneficiary Profile Cost Total cost Number of Number of % of actual Total Average as a % of beneficiaries employees within cost cost per the total salary (R 000) employee personnel bands expenditure Skilled (levels 3 5) % % Highly skilled production (levels 6 8) % % Highly skilled supervision (levels 9 12) % % TOTAL % % 76

78 Table Performance Rewards by critical occupation for the period 1 April 2015 to 31 March 2016 Critical Occupations Beneficiary Profile Cost Number of beneficiaries Number of employees % of total within occupation Total Cost (R 000) Average cost per employee Administrative related % General Assistant and Related - 3 0% - - Client and information clerks/ switchboard/reception - 2 0% - - Communication and information related - 4 0% -- - Executive Authority - 1 0% - - Financial and Economics related % - - Financial clerks and credit controllers % - - Food services aids and waiters - 9 0% - - Hr & org development & relate professionals % HR Clerks and related - 4 0% - - Information technology related - 7 0% - - Language Practitioners - 1 0% - - Legal and Admin and Related professions - 4 0% - - Library mail and related clerks % - - Messengers porters and deliverers % 9 9 Psychologist - 1 0% - - Risk management and Security - 2 0% - - Secretaries & other keyboard operating clerks % 53 9 Security Officers and Related % 9 9 Senior managers % - - Technician and Associate Professionals - 1 0% - - Top Management - 4 0% - - TOTAL % Table Performance related rewards (cash bonus), by salary band for Senior Management Service for the period 1 April 2015 to 31 March 2016 Salary Band Beneficiary Profile Cost Total cost as a Number of Number of % of total Average cost % of the total Total Cost beneficiaries employees within band per employee personnel (R 000) (R 000) expenditure Band A % Band B - 6 0% Band C - 3 0% Band D - 2 0% TOTAL %

79 3.9. Foreign Workers The tables below summarise the employment of foreign nationals in the department in terms of salary band and major occupation. Table Foreign workers by salary band for the period 1 April 2015 and 31 March 2016 Salary Band 01-Apr Mar-16 Change Number % of total Number % of total Number % change Lower Skilled (Level 1-2) Skilled (Level 3-5) Highly Skilled Production (Level 6-8) Highly Skilled Supervision (Level 9-12) Senior Management (Level 13-16) TOTAL 1 0% 1 0% 0 0% Table Foreign workers by major occupation for the period 1 April 2015 and 31 March 2016 Major Occupation 01-Apr Mar-16 Change Number % of total Number % of total Number % change Administrative Office workers Professionals and managers TOTAL Leave utilisation The Public Service Commission identified the need for careful monitoring of sick leave within the public service. The following tables provide an indication of the use of sick leave and disability leave. In both cases, the estimated cost of the leave is also provided. Table Sick leave for the period 1 January 2015 to 31 December 2015 Salary Band Total days % Days with Medical Certification Number of employees using Sick Leave % of Total employees using Sick Leave Average days per employee Estimated Cost (R 000) Skilled (Level 3-5) % % Highly Skilled Production (Level 6-8) % % Highly Skilled Supervision (Level 9-12) % 71 36% 8 1,062 Senior Management (Level 13-16) % % TOTAL 1, % % 29 2,243 78

80 Table Disability leave (temporary and permanent) for the period 1 January 2015 to 31 December 2015 Salary Band Total days % Days with Medical Certification Number of employees using Disability Leave % of Total employees using Disability Leave Average days per employee Estimated Cost (R 000) Highly Skilled Production (Level 6-8) % % Highly Skilled Supervision (Level 9-12) % 6 25% 9 60 Skilled (Level 3-5) % % TOTAL % % The table below summarises the utilisation of annual leave. The wage agreement concluded with trade unions in the PSCBC in 2000 requires management of annual leave to prevent high levels of accrued leave being paid at the time of termination of service. Table Annual Leave for the period 1 January 2015 to 31 December 2015 Salary Band Total Days Taken Number of Employees using annual leave Average days per Employee Skilled (Level 3-5) 1, Highly Skilled Production (Level 6-8) 1, Highly Skilled Supervision (Level 9-12) 2, Senior Management (Level 13-16) TOTAL 6, Table Capped leave for the period 1 January 2015 to 31 December 2015 Salary Band Total days of capped leave taken Number Employees using capped leave Average number of days taken per employee Average capped leave per employee as at 31 December 2015 Skilled (Level 3-5) Highly Skilled Production (Level 6-8) Highly Skilled Supervision (Level 9-12) TOTAL The following table summarise payments made to employees as a result of leave that was not taken. Table Leave pay-outs for the period 1 April 2015 and 31 March 2016 Reason Total Amount (R 000) Number of Employees Average Payment per Employee (R) on termination of service ,073 Current leave payouts on termination of service ,477 TOTAL ,550 79

81 3.11. HIV/AIDS & Health Promotion Programmes Table Steps taken to reduce the risk of occupational exposure Units/categories of employees identified to be at high risk of contracting HIV & related diseases (if any) All employees at the OTP are equally at risk. There is no discernable category with a higher inherent risk. Key steps taken to reduce the risk The department has invested in establishing a workplace health facility The Unit implements health promotion programmes Table Details of Health Promotion and HIV/AIDS Programmes Question Yes No Details, if yes 1. Has the department designated a member of the SMS to implement the provisions contained in Part VI E of Chapter 1 of the Public Service Regulations, 2001? If so, provide her/his name and position. 2. Does the department have a dedicated unit or has it designated specific staff members to promote the health and well-being of your employees? If so, indicate the number of employees who are involved in this task and the annual budget that is available for this purpose. 3. Has the department introduced an Employee Assistance or Health Promotion Programme for your employees? If so, indicate the key elements/services of this Programme. 4. Has the department established (a) committee(s) as contemplated in Part VI E.5 (e) of Chapter 1 of the Public Service Regulations, 2001? If so, please provide the names of the members of the committee and the stakeholder(s) that they represent. 5. Has the department reviewed its employment policies and practices to ensure that these do not unfairly discriminate against employees on the basis of their HIV status? If so, list the employment policies/practices so reviewed. 6. Has the department introduced measures to protect HIVpositive employees or those perceived to be HIV-positive from discrimination? If so, list the key elements of these measures. 7. Does the department encourage its employees to undergo Voluntary Counselling and Testing? If so, list the results that you have you achieved. Bonnie Thekisho. Director Employee Health and Wellness Three line function employees. Two support staff personnel. One senior manager R Health and Wellness Screening Chronic Disease Management Psycho - social intervention Behaviour Change Communication Cheslan America - Senior Manager William Ntumela - Employee Rep. Jacobus van Wyk - Employee Rep. Ms Kedibone Neo - Employee Rep. Nombulelo Mashibini - Employee Rep. Derrick Leburu - Labour Rep. Workplace HIV/AIDS, TB and STI Management Policy Statement of Commitment to zero tolerance on any form discrimination 7 HIV-positive employees enrolled on the GEMS HIV Management programme. 80

82 Question Yes No Details, if yes 8. Has the department developed measures/indicators to monitor & evaluate the impact of its health promotion programme? If so, list these measures/indicators Labour Relations Table Collective agreements for the period 1 April 2015 and 31 March 2016 Total number Collective agreements None The following table summarises the outcome of disciplinary hearings conducted within the department for the year under review. Table Misconduct and disciplinary hearings finalised for the period 1 April 2015 and 31 March 2016 Outcomes of disciplinary hearings Number % of total Warning 1 50% Final Written Warning 1 50% TOTAL 2 100% Table Types of misconduct addressed at disciplinary hearings for the period 1 April 2015 and 31 March 2016 Type of misconduct Total % of total Failure to submit a leave form 1 11% Non-compliance with an official instruction 1 11% Abscondment 1 11% Poor work performance 1 11% Insubordination 1 11% Unbecoming behaviour 3 33% Unbecoming conduct 1 11% TOTAL 9 100% Table Grievances logged for the period 1 April 2015 and 31 March 2016 Grievances Number % of Total Number of grievances resolved 4 100% TOTAL 4 100% Table Disputes logged with Councils for the period 1 April 2015 and 31 March 2016 Disputes Number % of Total Number of disputes upheld - - Number of disputes dismissed - - Total number of disputes lodged

83 Table Strike actions for the period 1 April 2015 and 31 March 2016 Total number of person working days lost - Total cost of working days lost - Amount recovered as a result of no work no pay (R 000) - Table Precautionary suspensions for the period 1 April 2015 and 31 March 2016 Number of people suspended - Number of people whose suspension exceeded 30 days - Average number of days suspended - Cost of suspensions (R 000) Skills development This section highlights the efforts of the department with regard to skills development. Table Training needs identified for the period 1 April 2015 and 31 March 2016 Occupational Categories Gender Employment Training needs identified at start of reporting period Learnerships Skills Programmes & other short courses Other forms of training Legislator, Senior Officials and Female Managers Male Professionals Female Male Technicians and Associate Female professionals Male Clerks Female Male Services and sales Workers Female Male Elementary occupations Female Male Gender Sub-totals Female Male TOTAL Total 82

84 Table Training provided for the period 1 April 2015 and 31 March 2016 Occupational Categories Gender Employment Training provided within the reporting period Learnerships Skills Programmes & other short courses Other forms of training Total Legislator, Senior Officials and Female Managers Male Professionals Female Male Technicians and Associate Female professionals Male Clerks Female Male Services and sales Workers Female Male Elementary occupations Female Male Gender Sub-totals Female Male TOTAL Injury on duty The following tables provide basic information on injury on duty. Table Injury on duty for the period 1 April 2015 and 31 March 2016 Nature of injury on duty Number % of total Required basic medical attention only - 0% Temporary Total Disablement - 0% Permanent Disablement - 0% Fatal - 0% TOTAL - 0% Granting of Employee initiated Severance Packages Salary Band Number of applications received Number of applications referred to the MPSA Number of Applications supported by MPSA Number of packages approved by Department Lower Skilled (Level 1-2) Skilled (Level 3-5) Highly Skilled Production (Level 6-8) Highly Skilled Supervision (Level 9-12) Senior Management (Level 13-16)

85 Part E: Financial Information 84